Does workplace partnership deliver mutual gains at work?

This paper uses a large matched employer-employee dataset to assess the outcomes of workplace partnership for British firms and workers. Our findings suggest that HR practices associated with direct (non-union based) partnership working such as employee voice mechanisms - defined as direct task-based participation, and improved upwards and downwards communication between management and employees – can deliver mutual gains for both employees and employers. However, some practices associated with partnership such as high levels of job flexibility agreements and team briefing procedures are found to be negatively associated with work-related attitudes and/or organizational performanc