Conflict for mutual gains?

Purpose - To analyse whether 'partnership' in industrial relations negotiations delivers improvements for both employees and management. Design/methodology/approach - Highlights how industrial relations experts and management have adopted 'partnership' as a way of achieving 'high performance work systems'. Examines the extent to which cooperation and conflict in industrial relations negotiations can achieve new working practices that deliver improved employee working conditions and firm performance. Drawing on behaviour theory (Walton and McKersie (1965)), compares the affects of four negotiating styles (co-operative, conflict, co-operative/conflict, conflict/co-operative); examines the outcomes for employees and management by examining the negotiations that preceded the introduction of team working in 21 departments of two integrated steelworks in the UK. Findings - Reports that even when the economic position of the firm forces unions to accept change, bargaining strategies still play an important part in influencing the outcome. Reveals how employees were more dissatisfied with aspects of team working where managers and unions had co-operated throughout the process, compared to where there was conflict; stresses how unions were more successful when adopting conflict strategies. Research limitations/implications - Examine other industries where trade unions are not so established. Originality/value - Adopts an organizational context to explore negotiation outcomes