The Social Partnership Phenomenon 
Are there any significant differences between 'traditional' plant and company-level collective bargaining and the new concepts of 'partnership' at these levels?
Introduction
'Social Partnership' is the Involvement and Participation Associations proposal for a closer relationship built on trust and mutuality between management and trade unions. Increased product market and global competition has meant that many companies are having to re-think their industrial relations strategy and approach to collective bargaining. Likewise, trade unions are having to reassess their position in the workplace as management are rediscovering their prerogative. One of the approaches adopted by some companies is in the form of this 'partnership', united in a common purpose. the key element of this model is the exchange of job security for flexibility. In this context this paper will focus on the private sector for its analysis as this exchange would not be an issue in the public sector where job security has always been a part of the collective agreements. This paper will first examine the rhetoric of 'social partnership' and assess whether in this new approach there are any significant differences between this and the traditional plant and company-level collective bargaining. finally, it will go on to briefly examine any similarities which may emerge.
The Phenomenon of 'Social Partnership'
'Towards Industrial Partnership' was a project launched by the Involvement and Participation Association(IP A) in 1992. The IPA recognised the need for a fresh approach to industrial relations, a 'social partnership' between management and unions. This approach is being proposed as the way forward for British industrial
1
relations. The TUC are advocating this alliance between employers and unions over issues of common interest and purpose, for example, health and safety, training, productivity and equal
Introduction
'Social Partnership' is the Involvement and Participation Associations proposal for a closer relationship built on trust and mutuality between management and trade unions. Increased product market and global competition has meant that many companies are having to re-think their industrial relations strategy and approach to collective bargaining. Likewise, trade unions are having to reassess their position in the workplace as management are rediscovering their prerogative. One of the approaches adopted by some companies is in the form of this 'partnership', united in a common purpose. the key element of this model is the exchange of job security for flexibility. In this context this paper will focus on the private sector for its analysis as this exchange would not be an issue in the public sector where job security has always been a part of the collective agreements. This paper will first examine the rhetoric of 'social partnership' and assess whether in this new approach there are any significant differences between this and the traditional plant and company-level collective bargaining. finally, it will go on to briefly examine any similarities which may emerge.
The Phenomenon of 'Social Partnership'
'Towards Industrial Partnership' was a project launched by the Involvement and Participation Association(IP A) in 1992. The IPA recognised the need for a fresh approach to industrial relations, a 'social partnership' between management and unions. This approach is being proposed as the way forward for British industrial
1
relations. The TUC are advocating this alliance between employers and unions over issues of common interest and purpose, for example, health and safety, training, productivity and equal