full report of research activities and results background · full report of research activities and...

Full Report of Research Activities and Results Background The premise of the research was that a new discourse of partnership at work had developed within British employee relations. The origins of this discourse came from a number of sources. Guest and Peccei (2002), in a significant review, argue that there are varying perspectives on partnership according to the type of partnership that is being considered. A unitarist version of partnership, according to Guest and Peccei, is one based on the ‘high commitment’ HRM model emphasising loyalty to the organisation combined with the generation of high levels of worker job satisfaction and sometimes also employee financial participation. A mixed version is described as flowing from the US ‘mutual gains’ model, based on pluralist interest representation (with an emphasis on employee voice) and elements of the high performance/commitment approach within the unitary framework. Central to this hybrid model is the establishment of high trust working environments supported by job security agreements. It is this version which Guest and Peccei claim is the preferred UK model. Sisson and Marginson (2003) also offer a three-model scenario, but categorise with reference to the sources of partnership rather than perspectives. Government initiatives, particularly after the election of the Labour Government in 1997, also gave support to partnership at work, through the legislative enactment of EU Directives, the establishment of a Partnership Fund, and the encouragement of a partnership discourse in ministerial speeches and policy statements. Within this premise the research team wished to explore how far the new discourse of partnership had translated to practice at the workplace level, and in particular to test whether or not some or all of the claimed outputs of partnership had impacted upon employees. A secondary aspect of the research was to attempt to define the limitations of partnership, when framed in the various sectoral and organisational contexts within the UK. At the first level, the project therefore seeks to examine the patterns of partnership, and at the second level seeks to explore the prospects for any further deepening of the partnership approach. Previous research had indicated conflicting evidence. In terms of scope Brown (2000) presents an argument suggesting a new period of global re-regulation is taking place, more inclusive of the trade unions domestically and based on New Labour’s commitment to developing partnership in practice. This is combined with a defensive change in UK trade unions towards ‘a co-operative rather than a confrontational stance’, which, according to Brown, means that ‘Social partnership appeared to be taking root’. Sisson and Marginson (2003), however, adopt a more cautious approach to the question with reference to key evidence obtained from the latest WERS (Cully et al 1999). They argue that partnership so far remains a ‘minority movement’ with a very small number of actual workplace agreements, which can be easily undercut by changes in employer policy or corporate governance. In terms of content there is also controversy. Ackers and Payne (1998), for example, regard partnership as an extension of pluralist principles within which trade unions can achieve new societal and workplace legitimacy. In contrast, McIlroy (1998) contends that New Labour has effectively embraced the neo-liberalism of its Conservative predecessor and in doing so ‘It embraced a unitary framework of industrial relations and the rhetoric of human resource management’. Far from being a potential vehicle for union renewal, as Ackers and Payne would suggest, Kelly (1996) argues that partnership might prove deleterious to the fortunes of trade unions, by leading them into a collaborative dead-end. We sought, therefore, to explore these various positions on the scope and content of partnership. In order to do so, we chose a selection of indicators of partnership drawn from the policy of the various agents of partnership such as the DTI, TUC, ACAS and IPA. We then tested these predicted outcomes against employee perceptions of outcomes where a claimed partnership process existed (or did not exist) in our selected case study organisations. The tested hypothesis was that, over time, a workplace partnership process should produce positive outcomes for employees in the following areas, and that these positive outcomes would be greater

15

for the employee with, rather than without, partnership. Our research focussed on the following aspects related to the preceding themes:

5. The Organisation of Work: Partnership at work assumes a change to, or a re-inforcement of change towards a high performance work regime, characterised by upward changes in skills and responsibilities; the enhancement of employee autonomy and control over work through participation; a related enhancement of job security; and a corresponding enhancement of job satisfaction. 6. Employee Communications and Commitment

Partnership involves a greater sharing of information between management and employees and an increase in trust between management and employees. One outcome of higher trust and more transparent information and greater information flow is an increase in employee commitment to the goals of the organisation.

7. Employee Development

Partnership assumes the development of a productivity coalition between employees and management. The foundation for such a productivity coalition is a greater commitment by the employer to jointly develop and increase the skill base of the employees, to develop a pay a reward strategy, and to create a learning organisation. 8. Equal Opportunities and Work-Life Balance

For employees to be in partnership with their employer, and to maximise the contribution employees can make to an organisation’s success, it is necessary to promote equal opportunities and a better work-life balance within the organisation. In this respect a partnership employer should be a good employer, reinforcing high levels of trust and commitment and improved quality of work life within the organisation. The choice of case studies was made in order to enhance the validity of our study by ensuring a cross-section of industries (manufacturing/services), a cross-section of ownership (public/private), and a cross section of occupations (manual/non-manual/professional etc.). The case study organisations were two from the finance industry (one ex-Building Society and one insurance company); two from aerospace (one making aero engines, one making predominantly helicopters); and two from the public sector (one local authority, and one NHS trust). All organisations bar one (ex-Building Society) recognised trade unions.

Methods

The research method utilised is described for each of the phases of the research project:

Phase One Preparatory A full review was conducted of the literature on changes in employment regulation, the future of employee representation and on partnership at work including current definitions and theories of partnership, historical continuities, management and union strategies and published case study material. Access to case study organisations was confirmed, and some contextual information on the sectors represented by the case study organisations was gathered. A job description and person specification was drawn up for a full-time researcher, and the recruitment and selection process enacted. The research team discussed allocation of work between the case study organisations,

16

together with responsibilities for project management and data analysis with SPSS. Key information and data on each organisation was then gathered from published literature, annual reports, and web-based sources. Finance Company (A): various financial products; 2500 staff; no union recognition but employer established partners council in operation; partnership relationship. Company (B): various insurance products; 370 staff; single union agreement. Aerospace Company (A): airframe production; 5000 staff; multi-union agreement; high membership density; partnership relationship (manual), non-partnership (non-manual). Company (B): military engine production; 5000 staff; multi-union agreement; high membership density; mixed partnership (non-manual), non-partnership (manual) relationship. Public Service Trust (A): general hospital; 4800 staff; multi-union agreement; medium membership density; partnership relationship. Local Authority (B): city local authority; 18500 staff; eight departments selected, multi-union agreement; medium membership density; partnership relationship with ‘Best Value’ in some departments. Survey and Interview design Sets of key thematic questions were designed relating to the research hypothesis and then disaggregated into operational questions for the survey. Each survey was re-adjusted to take into consideration occupational differences of staff in the organisation (see Appendix 1). A semi-structured interview schedule was drawn up for each case study organisation. Separate questions were framed for each of management, employee and employee representative interviews, in order to highlight aspects of perceived management strategy towards employee relations and partnership, employee perceptions of the range of identified questions, and views of employee representatives on management-employee relations (see Appendix 2). Phase Two: interviews and survey Initial meetings were established with key managerial personnel in each case study organisation to discuss and determine a] staff data, organisational structure b] information on corporate governance and company history, c] sample frame of employees to be surveyed , taking into account size and geographical spread of workforce, occupational diversity, business diversity within the organisation, d] details of key management and employee representatives to be interviewed, e] details of employees to be interviewed, in respect of factors identified in [a], f] timetable and arrangements for survey and interview schedule, g] process of survey collection and return. h] method of feedback of findings to organisation. Interviews Semi-structured interviews up to one and a half hours for each interviewee, taking place in a pre-booked room on the employers’ premises in work time. All interviews were taped with the consent of the interviewee, and the nature, purpose, anonymity and confidentiality of the research project explained before the interview began. Separate schedules were constructed for managers and employees. Probing Questions were grouped around the themes pertinent to the research hypotheses. A total of 70 interviews were undertaken in aerospace (a) and 72 in aerospace (b); 34 in finance (a) and 34 in finance (b); 70 in Trust (a) and 89 in local authority (b). In some organisations the

17

interview data was supplemented by typed notes of non-participant observation of various employee consultative forums and management-staff meetings to which the research team had been invited. Employee Survey Employee survey questionnaires were issued at each case study organisation contemporaneously or soon after the interviews had taken place. The choice of distribution mechanism varied between organisations, reflecting the organisation’s preference or tradition and the practicalities of distribution and collection. The preferred model, adopted in the majority of the organisations was for the questionnaire to be issued through line managers, posted to ‘UWE’ in workplace collection boxes, and collected in bulk from the workplace by the research team. A total of 1100 questionnaires were distributed in aerospace (a) and 878 were received (80%). 974 were distributed in aerospace (b) and 604 received back (62%). 1200 were distributed in Trust (a) and 452 were received (38%). 747 were distributed in local authority (b) and 389 were received (52%) A random sample from 2500 distributed (electronically) in finance (a) and 128 were received. 390 were distributed in finance (b) and 127 were received (33%). Data Analytical Strategy Survey data were coded in SPSS v. 11, and then cross tabulations were constructed for each organisation by occupational status (separately constructed for each organisation); gender; and (where relevant) place of work. Cross-tabulations were made for age, length of service, ethnicity and contract status. The qualitative interview data was transcribed and each transcription then coded for significant response by pre-identified theme and emergent theme. Thematic sections were then re-stored for use in comparative analysis. Care was taken in report writing to ensure anonymity of interviewees when referring to their comments. Typed notes or transcriptions of interviews with partnership agents (e.g. TUC Partnership Institute) were made and distributed to all members of the research team as background material. Results [a] Partnership and the Organisation of Work The research determined to find out whether or not skills and level of responsibilities have increased in the recent past and the reasons for this. In all the case study organisations the research team found broad evidence of increase in levels of responsibility and skill in the last three years. In the two aerospace case studies 57% and 61% of all respondents agreed that the skill level required for their job had increased and 70% and 68% agreed that their degree of responsibility had similarly increased. Comparably high scores were found in the finance case studies and the public services. There were some differences between occupations, and some evidence of polarisation for specific specialist and professional occupations in some of the organisations. However, the overwhelming picture points to one of increased skills and responsibilities. There appeared no significant difference in the finance organisation proclaiming itself as non-partnership (73% increase in both skills and responsibilities) or in those sections in the other organisations where partnership was not proclaimed. The analysis of these data findings has so far been concentrated by a specific examination of practices in the two aerospace case studies, where moves towards a high performance work system were evident, following a period of re-organisation of work based on lean production and team-working. In this sector the research has concluded that moves to increase skills and responsibilities

18

have taken place against a background of task accretion and team accountability, decreasing the ‘porosity’ of the working day (c/f Nichols 1991). In these organisations partnership practice has taken the form of employer attempts to provide more information about the business through a range of consultative machinery in addition to the normal negotiating machinery. The purpose of this new consultation appeared to be to condition the workforce for austerity programmes deemed necessary in the light of enhanced international competition, rather than to empower the workforce with any sense of autonomy or control. The research team describe this strategy as ‘cost control in a velvet glove’. The process has the effect of negating a ‘high road’ competitive strategy and is more redolent of a ‘survival pact’ approach rather than any productivity coalition with real and tangible mutual gains for employees. Further evidence for these findings comes from the data on flexibility, work intensification and stress. The degree of flexibility in work, as evidenced by requirement to take on extra skill or tasks, has significantly increased in all organisations. Again, there were some occupational differences, with semi-skilled and unskilled workers reporting lower incidence of increase (although still recording an overall increase). In all the organisations the increase in flexibility was accompanied by a move to team-working and task sharing. The level of autonomy of teams exhibited an occupational divide, with higher status occupations recording significantly more autonomy over decision making than lower grades. This suggests that employee empowerment for non-managerial grades has been confined to extra responsibility rather than increased autonomy, and that where partnership was proclaimed it did not lead to greater sharing out of power within the organisation. The content of detailed findings for the aerospace organisations was confirmed by organisations in the public sector. Of particular interest were the data for the local authority where some departments had been subject to ‘Best Value’ programmes while others had not. Best Value (BV), while being a technical procedure to develop alternative agencies and evaluation of service delivery, is also a vehicle for partnership working involving trade unions and employees (Martin et al, 2001). Pilot exercises to introduce BV have thus involved formal partnership agreements with trade unions to involve employees in the decision-making process. Previous studies have indicated negative outcomes for staff, with limitations on trade union voice, decreased job security, and increased numerical and functional flexibility (Geddes, 2001). The research confirms some of these negative aspects. For example, in the non-BV departments surveyed, 62% of non-managerial staff felt their job was secure compared to 40% in BV departments. On indicators of job satisfaction, 61% of non-BV departmental staff expressed they were satisfied with the amount of influence they had over their job compared to only 41% of BV departmental staff. Comparable figures were obtained for other measures of satisfaction such as ‘sense of achievement’ and ‘respect from line managers/supervisors’. Feelings of work intensification and stress were also higher in the BV as opposed to non-BV departments. Even more surprisingly, given Best Value’s explicit commitment to employee involvement, staff in BV departments felt they were less involved in decision-making than those in non-BV departments. Only in the field of information provision about changes to work did the BV departments score more positively than in the non-BV departments. To conclude, it is clear that BV has been introduced primarily to ensure cost effectiveness and quality in service provision. A partnership approach has been used by the employer as a vehicle for pursuing the related changes in the organisation of work, resulting in a greater degree of work intensification, and a greater remoteness from decision-making influence than in those areas where BV was absent. [b] Employee Communications and Commitment The second hypothesis postulates that partnership implies better and more transparent communication between employer and employees and that employee commitment to the goals of the organisation increases as a result. The results show a remarkably consistent and similar pattern in the case study organisations, both with employees rating their involvement in decision-making as good/very good at 37% in NHS Trust (a); 36% in local authority (b); 35% in aerospace (a); 31% in aerospace (b); 43% in finance (a) and 44% in finance (b). In all cases managers recording more

19

positive scores than non-managers.This pattern of similarity persists when asked about information employees receive about proposed changes at work, with all organisations reporting higher scores for good/very good in the 40-50% range. However, analysis of these total responses is confused by almost equal proportions of employees in all the organisations reporting scores in the poor/very poor range, with the balance undecided. Further analysis of the qualitative data produced some insights into the variations, with some local factors being significant according to department, occupation or grade. For example, in respect to health and safety matters it was noticeable that employees in the manufacturing plants were much better informed than employees in the public sector. One other interesting comparison relates to employees’ awareness of employer-employee consultative structures in non-union as opposed to unionised environments. In both instances (the NHS Trust and the Finance Partners’ Council) the consultative forum was used by management to provide information and to seek the views of staff. However, only 19% of the NHS Trust employees were aware of the Joint Consultation and Negotiation Committee and only 10% aware of who their representative was (although 37% of managers were aware). In the ‘non-union partnership’ Finance organisation there was 100% awareness of the Partners’ Council, with 97% of all respondents knowing who their representative was. Within the NHS Trust, the relatively low scores for awareness, when combined with other indicators, suggested to the research team that there was a high degree of detachment of many staff from the industrial relations process, and that partnership had not alleviated the detachment. Such differences also suggest that there are important contextual factors in understanding awareness of processes that need to be taken into account when assessing partnership. The Partners Council in the finance organisation is a fairly recent creation, designed as a substitute for union influence and as a rearguard defence against EU inspired legislation. In the NHS, the consultation forum was just one part of a more complex industrial relations process with a longer history of development and contestation. The research also tested for the effectiveness of employee representation through a series of questions. The results were mixed, particularly where there were multi-unions such as in local authority (b) and aerospace. In the local authority an average 54% agreed that ‘unions were taken seriously by management’, but there were substantial differences of opinion between GMB and AEEU members. In aerospace (b) 56% agreed with the preceding statement, in aerospace (a) the figure was 49%, in the NHS Trust the average response was only 28% (but 50% for managers). In finance (b) 59% agreed that unions were taken seriously and in finance (a), the non-union partners council organisation, 48% agreed that the Partners Council was taken seriously by management. The closeness of the scores between the non-union and union organisation would suggest that non-union forms of indirect representation might be effective as union representation as a channel for employees’ grievances. However, in the light of the qualitative evidence, it is apparent that the non-union Partners Council deals with a much narrower range of employee concerns than the unionised establishments, concentrating on integrative rather than distributive substance. In terms of commitment, a number of questions were used in the survey, including ‘sharing of values with the employer’ and ‘understanding of the objectives of the employer’. These were double-tested with questions concerning willingness to continue working with the employer, including willingness to turn down another similar job with less pay for another employer. The research found some variation between occupational groups within all the organisations, but a general picture of fairly high commitment to the organisation, regardless of earlier findings on the difficulties experienced with communication and involvement, and regardless of whether or not partnership was a proclaimed objective. In all organisations a low proportion of employees indicated they would be prepared to accept any job to remain in the organisation’s employment, and few would turn down an offer of employment with another employer at higher pay. This would suggest that commitment is fragile. The qualitative data also confirmed that employees, especially higher grade staff, often expressed high commitment to specific aspects of their organisation, rather than the organisation per se. In finance (a), for example, this high commitment was to the ‘old’ Building Society and was expressed mostly by longer serving staff. In aerospace (a) and (b) high commitment was expressed towards the company product, rather than the organisation as a whole.

20

[c] Employee Development The research sought to explore the provision of opportunities for training and development as a vehicle to skill enhancement. The process by which employee development was constructed, either unilaterally by management, or in a process of consultation with employees was also of interest. In most of the organisations general satisfaction was expressed with training and development opportunities, and there was continuing demand for more training in technical skills and (especially for managers) social skills. In the public sector and finance organisations managers were also more likely to have received more than five days training in the past year than other grades. Most development opportunities were governed through appraisal systems, although the degree to which appraisal was developmental, as opposed to being a vehicle for performance monitoring or pay determination, varied between the organisations. In both partnership and non-partnership areas the research found no evidence that training and development was jointly decided between management and employee representatives, suggesting a lack of engagement with a mutual approach to skill enhancement in the organisations. [d] Equal Opportunities and Work-Life Balance The last hypothesis postulates that partnership should broaden the scope of employment issues developed and progressed by employers and employees. In particular a focus on equality of opportunity and work-life balance would be a logical product of mutuality. The research team were conscious of parallel efforts by Government and employers to improve work-life balance. Previous surveys suggest that a majority of employers acknowledge the social justice arguments (Hogarth et al, 2001), and conceded that there may be business benefits (Cully et al, 1999; DTI, 2003). Of particular interest was our local authority case study, where better work-life balance and equality of opportunity was operationalised in policy within the ‘positive flexibility’ remit of the Best Value approach. In all case study organisations questions were asked in the survey on family friendly and equal opportunity policies, work-life balance barriers and opportunities for progress. Work intensification measures, including length of the working week, were used as checks. Contrary to the hypothesis, the research showed in the local authority that employees had much ‘latent demand’ for family friendly policies in particular but perceived real obstacles in achieving these policies within the organisational environment. 84%, for example, believed that the employer should help its staff balance work with other aspects of lives (such as family care). The greatest demand in terms of policies was for flexitime, followed by reduced hours, home working and career breaks. Females exhibited a greater preference for term-time working and crèche facilities, while men expressed a preference for reduced hours. However, there remained significant barriers to the implementation of such policies, not least of which was an increase in both intensive and extensive work effort in the last three years (see also Green, 2001). Managers were not automatically blamed for this work intensification, the operational needs for meeting service provision under BV were more often mentioned. There appeared to be a distinct difference between the rhetoric of work-life balance and the reality of every day working life. References Cully, M., Woodland, S., O’Reilly, A. and Dix, G. (1999) Britain at Work. As depicted by the 1998

Workplace Employee Relations Survey. London, Routledge Brown, W. (2000) ‘Putting Partnership into Practice in Britain’, British Journal of Industrial Relations, 38:

299-316 Department of Trade and Industry (2003). The Second Work-Life Balance Study: Employer Survey

Draft Summary of Emerging Findings.

21

Geddes, M. (2001) ‘What about the workers? Best Value, employment and work in local public

services’ in Policy and Politics, 8, 3. Green, F. (2001) ‘It’s been a Hard Day’s Night: The Concentration and Intensification of Work in

Late Twentieth-Century Britain’, British Journal of Industrial Relations, 39 (1) 53-80 Guest, D. and Peccei, R. (2001) 'Partnership at work; mutuality and the balance of advantage' British

Journal of Industrial Relations, 39,2: 207-36 Hogarth, T., Hasluck, C., Pierre, G., Winterbotham, M and Vivian, D. (2000) Work Life Balance 2000.

Results from the Baseline Study. Department for Education and Employment. Kelly, J. (1996) ‘Union militancy and social partnership’ in P.Ackers, C.Smith and P.Smith (eds.) The

New Workplace and Trade Unionism, London, Routledge Martin, S., Davis, H., Bovaird, A., Downe, J., Geddes, M., Lewis, M., Sanderson, I. and Sapwell, P.

(2001) ‘Improving Local Public Services: Final Evaluation of the Best Value pilot programme, London, HMSO, p 152

McIlroy, J. (1998) 'the enduring alliance? Trade unions and the making of New Labour 1994-97'

British Journal of Industrial Relations, 36, 4: 537-64 . Nichols, T. (1991) ‘Labour Intensification, Work Injuries and the Measurement of Percentage

Utilisation of Labour (PUL)’, British Journal of Industrial Relations, 29, 4: 569-92 Sisson, K. and Marginson, P. (2003) ‘Management: systems, structure and strategy’ in P. Edwards

(ed.) Industrial Relations, Oxford, Blackwell: 157-188 Activities The communication of findings and the dissemination of research to academics and users was an essential part of the research project. The activities were as follows:

1. Six reports to participating case study organisations. Each report was between 30000 and 40000 words, and contained survey details, selected qualitative data, and commentary.

2. The presentation to key actors within each case study organisation, firstly of the research project, and secondly of the research findings. 3. Presentation of project to the SW Region TUC.

4 Presentation to Conference of the ESRC ‘Future of Work’ programme 5 Presentation to academic conferences including – BUIRA, World Congress of the

International Industrial Relations Association, International Labour Process Conference, World Congress of Sociology.

6 An employers’ forum of case study organisations 7 One Day Workshop at UWE with invited speakers (see Appendix 3) 8 Media Appearance (MU) on BBC Breakfast News to talk on Partnership at Work

22

Outputs A.Danford, Richardson, M., Stewart, P., Tailby,S. and Upchurch, M. ‘High Performance work

systems and workplace partnership. A case study of aerospace workers’. New Technology, Work and Employment, forthcoming

M.Richardson, S.Tailby, A. Danford, P. Stewart and M.Upchurch ‘Best Value and workplace partnership: a local government study’ Personnel Review 2004 forthcoming

M. Richardson, Stewart, P., Danford, A., Tailby, S., and Upchurch, M. 'Employee' Experience of

Workplace Partnership: Pain or Gain?' in M. Martinez Lucio and M. Stuart (eds.) Partnership and Modernisation, Palgrave 2004 forthcoming.

A. Danford., Richardson, M., Upchurch, M., Tailby, S. and Stewart, P. 'High Performance Work

Systems and Workplace Partnership: an Aerospace Case Study', in E. Heery, G. Healey, P. Taylor, W. Brown (eds.) The Future of Worker Representation, Palgrave 2004 forthcoming.

S. Tailby, A. Danford, M. Richardson, P. Stewart and M. Upchurch, Work-Life Balance: Rhetoric

and Reality of the Partnership Approach, in D. Houston (ed.) Work-Life Balance in the Twenty-first century, Palgrave 2004, forthcoming

A. Danford, M. Richardson, P. Stewart, S. Tailby, M. Upchurch, Partnership and the High Performance

Workplace. A study of work and employment relations in the aerospace industry, Palgrave, forthcoming

Datasets

Partnership at Work: Employee Attitude Survey Six separate SPSS data files deposited with ESRC Data Archive.

Partnership at Work: Interview tapes and Transcriptions: 370 qualitative data files to be deposited with Qualidata.

Impacts

In academic conferences the research findings have been well received and book chapter contributions have been elicited from editors of significant importance within the Future of Work field. The research team have also been asked to contribute articles to special issues of academic journals dealing (e.g. Personnel Review and Industrial Relations Journal). Of particular impact has been the presentations of findings made to case study organisations, which have stimulated much debate and acted to engage the employers in a critical but positive discourse about the scope, content and direction of partnership. One case study organisation (local authority) has expressed its keen-ness to develop the research further to explore tensions and issues arising from the research so far. Robert Taylor has also undertaken to draw out the policy implication in a Future of Work publication from findings in the Oxenbridge/Brown study together with those of the project team. The team expects to be involved in shaping the discourse on partnership in respect to longer-term public and social policy as a result of these and future findings.

23

Future Research Priorities

The research team expects to continue to analyse data, and to write up findings during 2004 with a view to further publication. The logic of inquiry has led the team to develop understanding of issues in a number of related fields such as work-life balance, trade union renewal, non-union employee representation, mechanisms of employee voice, and aspects of high performance work systems. It is anticipated that future research by members of the research team will focus on these areas.

24

UNIVERSITY OF THE WEST OF ENGLAND RESEARCH PROJECT

PATTERNS AND PROSPECTS FOR PARTNERSHIP AT WORK

MANUAL STAFF

ABOUT YOURSELF 1. Are you Male [ ] Female [ ] 2. How long have you worked for Airframe? Less than 2 years [ ] 2 to less than 5 years [ ] 5 to less than 10 years [ ] 10 years or more [ ] 3. How old are you? Less than 20 years [ ] 20-24 [ ] 25-29 [ ] 30-39 [ ] 40-49 [ ] 50 or more [ ] 4. To which of these groups do you consider you belong? White [ ] Black Caribbean [ ] Black African [ ] Black other Indian [ ] Pakistani [ ] Bangladeshi [ ] Chinese [ ] Another ethnic group [ ] 5. Do you have any dependent children in the following age groups? (Tick more than one box if appropriate) Children aged 0-4 [ ] Children aged 5-11 [ ] Children aged 12-18 [ ] No dependent children [ ] Other carer responsibilities [ ] 6. Which of the following occupation groups best describes your current job? Manager [ ] Supervisor [ ] Graduate: Engineering/Finance [ ] Technical – Engineering/Finance [ ] Administrator [ ] Clerical and secretarial [ ] Inspector [ ] Skilled manual [ ] Semi-skilled manual [ ] Unskilled manual [ ] Other [ ]

1

7. Which of the following best describes your current employment contract? Full-time and permanent [ ] Full-time and temporary [ ] Part-time and permanent [ ] Part-time and temporary [ ] Agency/Sub-contract employee [ ] None of these (please state)………………. 8. How many hours do you usually work each week, including any overtime or extra hours? Hours per week............... 9. Are you a member of a trade union? Yes [ ] No, but have been in the past [ ] No, have never been a member [ ] 10. If you are a trade union member, which union are you a member of? AEEU [ ] GMB-APEX [ ] MSF (Craft) [ ] MSF (Staff) [ ] TGWU [ ] TGWU-ACTSS [ ] Other [ ] ABOUT YOUR JOB 11. Do any of the following statements apply to you? (Tick one box in each row) Yes

No Don’t

know My work area is organised into cells/teams

My cell/team jointly decides how work is to be done

My cell/team is organised solely for the purpose of management communications

I have participated in a continuous improvement initiative (eg, ‘5C’, ‘ROC’, ‘Kaizen’)

Continuous improvement initiatives have improved the organisation of my work

Continuous improvement initiatives have increased my interest in the job

12. Do you agree or disagree with the following statements about your job? (Tick one box in each row) Strongly

agree Agree Disagree Strongly

disagree Undecided

I feel my job is secure in this workplace

My job allows me to take part in making decisions that affect my work

I never seem to have enough time to get my job done

I worry a lot about my work outside working hours

I feel very tired at the end of a workday

2

13. Have any of the following changed compared to 3 years ago (tick one box in each row) Increased Decreased Stayed

much the same

The responsibility involved in your job

The skill level required for your job

The degree of flexibility expected of you in the way you carry out your work

The amount of work you are expected to complete each week

The number of hours you are expected to work in a typical week

14. How satisfied are you with the following aspects of your job? (tick one box in each row)

Very Satisfied

Satisfied Dissatisfied Very dissatisfied

Undecided

The amount of influence you have over your job

The amount of pay you receive

The sense of achievement you get from your work

The respect you get from line managers

15. Some further questions on job influence (tick one box in each row): A lot

Some A Little None Don’t know

How much influence do you personally have in deciding what tasks you have to do?

How much influence do you personally have in deciding how you are to do the task?

How much influence does your supervisor exert over what tasks you carry out?

How much influence does your supervisor exert over how you carry out your tasks?

How much influence do written task specifications have over how you carry out your work?

3

ABOUT MANAGEMENT COMMUNICATIONS 16. How good would you say managers here are at the following? (Tick one box in each row)

Very good Good Poor Very poor Undecided

Involving employees in decision-making

Keeping everyone up to date about proposed changes at work

Providing everyone with the chance to comment on proposed changes

Responding to suggestions from employees

Dealing with work problems you or others may have

Treating employees fairly

Sharing the financial success of the organisation with employees

Maintaining the job security of employees

17. How often do managers ask you for your views on any of the following? (Tick one box in each row)

Frequently Some-times Hardly ever Never Future plans for the workplace Staffing issues, including redundancy Changes to work practices Pay issues Health and Safety at work 18. What is your view on the following statements? (Tick one box in each row) Yes No Don’t

know I am aware of the Company Council

I am aware of who represents me at Company Council meetings

My representatives put forward my point of view at Company Council meetings

19. What is your assessment of the overall effectiveness of the Company Council in representing your views to management? Very effective Quite effective Quite ineffective Very ineffective Not sure

4

ABOUT MANAGEMENT 20. Do you agree or disagree with the following statements? (Tick one box in each row) Strongly


disagree Undecided

Generally, there are good relations between management and employees here

Generally, there are good relations between management and unions here

I believe that management and employees should be members of the same ‘company team’.

I think that the management here believe they are in a separate team to the employees

21. Do you agree or disagree, with the following statements about working here? (Tick one box in each row)

Strongly agree

Agree Disagree Strongly disagree

Undecided

I share many of the values of my employer

I understand the objectives of my employer

Managers here are understanding about employees having to meet family responsibilities

People working here are encouraged to develop their skills

I feel loyal to my employer

I am proud to tell people who I work for

My employer cares about employees’ well-being

I am willing to work harder than I have to in order to help this organisation succeed

I will take almost any job to keep working for this organisation

I would turn down another job with more pay in order to stay with this organisation

ABOUT TRADE UNIONS 22. Ideally, who do you think would best represent you in dealing with managers here about the following issues? (Tick one box in each row) Myself Trade

union Another employee

Somebody else

If I want to gain a pay increase

If I have a work-related problem or grievance

If a manager wanted to discipline me

5

23. How much contact do you have with trade union representatives about workplace matters (Tick one box only) I am frequently in contact with trade union representatives

I am occasionally in contact with trade union representatives

I am never in contact with trade union representatives

I am a trade union representative

I do not know any trade union representatives

24. Do you agree or disagree with the following statements about unions at this workplace? (Tick one box in each row) Strongly


disagree Undecided

Unions here take notice of members’ problems and complaints

Unions here are taken seriously by management

Unions here make a difference to what it is like to work here

Unions here are good at communicating with members

Unions here have a lot of influence over pay

Unions here have a lot of influence over working conditions

I feel loyal to my trade union (members only)

ABOUT TRAINING 25. During the last 12 months, how much training have you had, either paid for or organised by your employer? (Include only training away from your work-bench/desk, but it can be on or off the Yeovil site) Tick one box only None Less than a day One to less than two days Two to less than five days Five to less than ten days Ten days or more

6

26. Do you agree or disagree with the following statements about training needs? (Tick one box in each row) Strongly


disagree Undecided

I would welcome training to improve my technical skills (eg, new technology, computer software)

I would welcome training to improve my social skills (eg, teamworking, communication, leadership)

27. What is your view on the following statements concerning the Performance Development Review? (Tick all that apply) Yes No Don’t

know I have attended a Review with my manager in the past 12 months

The Review was used to establish my training needs

The Review was used to help me with my career development

The Review was used to monitor my work performance

I believe that the grading scheme is fairly applied in my area

I believe that it is right that good performers should receive extra pay

28. As a process aimed at improving your career development, how satisfied are you with the

Performance Development Review? Very satisfied Satisfied Dissatisfied Very dissatisfied Not sure ABOUT WORK-LIFE BALANCE 29. What is your view on the following (tick one box in each row): Yes No Don’t

know Would you describe Airframe as a ‘family friendly employer’?

Would you describe Airframe as an ‘equal opportunities employer’?

Do you think that Airframe should help staff balance their work with other aspects of their lives (such as family care)?

Do you think that Airframe does enough to help staff balance their work with other aspects of their lives?

7

30. What obstacles are there to the introduction of work-life balance practices at your workplace (eg, crèche facilities, paid parental leave?) Tick all that apply The business needs of the organisation Excessive working hours Excessive work pressure Senior management opposition Line management opposition Insufficient consultation Other (please state:.......................................) 31. Of the following different aspects of work, which three are the most important to you and which three are the least important to you? Tick three boxes in each column MOST important

(Mark the three most important)

LEAST important (Mark the three least important)

Good working conditions Getting on well with colleagues Good relations with supervision Good pay Opportunity to use skills and abilities Having an interesting job Having responsibilities at work Job security Plenty of overtime Opportunity to use initiative A fair work-life balance Good promotion prospects Good training provision 31. If you have any comments to make on the issues raised in this questionnaire please write them below (continue overleaf if you wish):

Thanks for your co-operation

8

UNIVERSITY OF THE WEST OF ENGLAND – CITYCO RESEARCH PROJECT


ABOUT YOURSELF 1. Are you Male [ ] Female [ ] 2. How long have you worked for CityCo? Less than 2 years [ ] 2 to less than 5 years [ ] 5 to less than 10 years [ ] 10 years or more [ ] 3. How old are you? Less than 20 years [ ] 20-24 [ ] 25-29 [ ] 30-39 [ ] 40-49 [ ] 50 or more [ ] 4. To which of these groups do you consider you belong? White British [ ] Irish [ ] Any other White background (please write in) [ ] Mixed White and Black Caribbean [ ] White and Black African [ ] Any other mixed background (please write in) [ ] Asian or Asian British Indian [ ] Pakistani [ ] Bangladeshi [ ] Any other Asian background (please write in) [ ] Black or Black British Caribbean [ ] African [ ] Any other Black background (please write in) [ ] Chinese or Other ethnic group Chinese [ ] Other [ ] 5. Do you have any dependent children in the following age groups? Children aged 0-4 [ ] Children aged 5-11 [ ] Children aged 12-18 [ ] No dependent children [ ] Other carer responsibilities [ ] 6. Which of the following occupation groups best describes your current job? Manager [ ] Skilled manual [ ] Professional [ ] Semi-skilled manual [ ] Technical [ ] Unskilled manual [ ] Administrator [ ] Clerical and secretarial [ ] Other [ ]

1

7. Which of the following best describes your current employment contract? Full-time and permanent [ ] Full-time and temporary [ ] Part-time and permanent [ ] Part-time and temporary [ ] Agency employee [ ] None of these (please state)………………. 8. How many hours do you usually work each week, including any overtime or extra hours? Hours per week............... 9. Are you a member of a trade union? Yes [ ] No, but have been in the past [ ] No, have never been a member [ ] 10. If you are a trade union member, which union are you a member of? AEEU [ ] GMB [ ] UNISON [ ] TGWU [ ] UCATT [ ] Other [ ] ABOUT YOUR JOB 11. Do any of the following statements apply to you? (Tick one box in each row) Yes

No Don’t

know My work area is organised into teams

My team jointly decides how work is to be done

My team is organised solely for the purpose of management communications

I am a member of a problem-solving group at work (eg, quality circle or continuous improvement group)



disagree Undecided






2


much the same







Very Satisfied


Undecided




The respect you get from supervisors/line managers








3

ABOUT MANAGEMENT AND COMMUNICATIONS 16. How good would you say your managers here are at the following? (Tick one box in each

row)







Treating council employees fairly

Maintaining the job security of council employees

17. How often are you asked by managers for your views on any of the following? (Tick one box in each row)


know I am aware of the Employees Joint Consultative Committee (JCC)

I am aware of who represents me at Joint Consultative Committee’ meetings

My representatives put forward my point of view at Joint Consultative Committee meetings

19. What is your assessment of the overall effectiveness of the Employees Joint Consultative Committee in representing your views to management? Very effective [ ] Quite effective [ ] Quite ineffective [ ] Very ineffective [ ] Not sure [ ]

4

20. Do you agree or disagree with the following statements? (Tick one box in each row) Strongly


disagree Undecided



I believe that management and employees should be members of the same ‘City Council team’.



Strongly agree


Undecided













Somebody else




5








disagree Undecided








ABOUT TRAINING 25. During the last 12 months, how much training have you had, either paid for or organised by your employer? (Include only training away from your normal place of work, but it can be on or off the premises) Tick one box only None Less than a day One to less than two days Two to less than five days Five to less than ten days Ten days or more

6



disagree Undecided



27. What is your view on the following statements concerning the Employee Development Review (EDR). (Tick all that apply) I have attended an Employee Development Review (EDR) with my manager in the past 12 months

The EDR meeting was used to establish my training needs

The EDR meeting was used to help me with my career development

The EDR meeting was used to monitor my work performance

ABOUT WORK-LIFE BALANCE 28. What is your view on the following (tick one box in each row): Yes No Don’t

know Would you describe CityCo as a ‘family friendly employer’?

Would you describe CityCo as an ‘equal opportunities employer’?

Do you think that an employer should help its staff balance their work with other aspects of their lives (such as family care)?

29. Would any of the following policies enable you to enjoy a better work-life balance? (Tick all that apply) More flexible working hours (flexitime) Job-sharing Reduced hours Term-time working Compressed working week Homeworking some of the time Workplace nursery Help with childcare costs Paid parental leave Career breaks

7

30. What obstacles are there to the objective of a better work-life balance at your workplace? Tick all that apply Demands of council service users The council’s organisational demands Excessive working hours Excessive work pressure Senior management opposition Line management opposition Insufficient consultation Other (please state:.......................................) 31. Of the following different aspects of work, which three are the most important to you and which three are the least important to you? Tick three boxes in each column MOST important



Good working conditions Getting on well with colleagues Good relations with supervision Good pay Opportunity to use skills and abilities Having an interesting job Having responsibilities at work Job security Plenty of overtime Opportunity to use initiative A fair work-life balance Good promotion prospects Good training provision 32. If you have any comments to make on the issues raised in this questionnaire please write them below (or overleaf):


8

UNIVERSITY OF THE WEST OF ENGLAND-INSURECO RESEARCH PROJECT


ABOUT YOURSELF 1. Are you Male [ ] Female [ ] 2. How long have you worked for InsureCo? Less than 2 years [ ] 2 to less than 5 years [ ] 5 to less than 10 years [ ] 10 years or more [ ] 3. How old are you? Less than 20 years [ ] 20-24 [ ] 25-29 [ ] 30-39 [ ] 40-49 [ ] 50 or more [ ] 4. To which of these groups do you consider you belong? White (British) [ ] White (other) [ ] Black Caribbean [ ] Black African [ ] Indian [ ] Pakistani [ ] Bangladeshi [ ] Chinese [ ] Another ethnic group [ ] 5. Do you have any dependent children in the following age groups? Children aged 0-4 [ ] Children aged 5-11 [ ] Children aged 12-18 [ ] No dependent children [ ] Other carer responsibilities [ ] 6. Which of the following occupation groups best describes your current job? Manager (with some staffing responsibilities) [ ] Graduate Professional Specialist [ ] Non-Graduate Professional Specialist [ ] Technical and Administrative [ ] Assistance services [ ] Clerical and secretarial [ ] Other (non-managerial functions) [ ]

1

7. Which of the following best describes your current employment contract? Full-time and permanent [ ] Full-time and temporary [ ] Part-time and permanent [ ] Part-time and temporary [ ] Agency employee [ ] None of these (please state)………………. 8. How many hours do you usually work each week, including any overtime or extra hours? Hours per week............... 9. Are you a member of a trade union? Yes [ ] No, but have been in the past [ ] No, have never been a member [ ] 10. If you are a member of a trade union, which one do you belong to? AMICUS-MSF [ ] UNIFI [ ] Other [ ] ABOUT YOUR JOB 11. Do any of the following statements apply to you? (Tick one box in each row) Yes No Don’t know My work area is organised into teams



I have participated in continuous improvement activity, for example suggestion schemes

Continuous improvement initiatives have improved the organisation of my work

Continuous improvement initiatives have increased my interest in the job



disagree Undecided






2


much the same







Very Satisfied


Undecided




The respect you get from supervisors/line managers

15.. Some further questions on job influence (tick one box in each row): A lot







3











17. How often are you asked by managers for your views on any of the following? (Tick one box in each row)


know I am aware of the European Works Council (EWC)

I am aware of who represents me at EWC meetings

My representatives put forward my point of view at EWC meetings

19. What is your assessment of the overall effectiveness of the EWC in representing your views to management? Very effective [ ] Quite effective [ ] Quite ineffective [ ] Very ineffective [ ] Not sure [ ]

4



disagree Undecided



I believe that management and employees should be members of the same ‘Company team’.



Strongly agree


Undecided











ABOUT TRADE UNIONS 22. Ideally, who do you think would best represent you in dealing with managers here about the following issues? (Tick one box in each row) Myself A Trade

Union Another employee

Somebody else




5






24. Do you agree or disagree with the following statements about the trade unions at this workplace? (Tick one box in each row) Strongly


disagree Undecided

The union here takes notice of members’ problems and complaints

The union here is taken seriously by management

The union here makes a difference to what it is like to work here

The union here is good at communicating with members

The union here has a lot of influence over pay

The union here has a lot of influence over working conditions


ABOUT TRAINING 25. During the last 12 months, how much training have you had, either paid for or organised by your employer? (Include only training away from your normal place of work, but it can be on or off the premises) Tick one box only None Less than a day One to less than two days Two to less than five days Five to less than ten days Ten days or more

6



disagree Undecided



27. What is your view on the following statements concerning the appraisal and performance review. (Tick all that apply) Yes No Don't

know I have attended an employee appraisal review with my manager in the past 12 months

The employee appraisal was used to establish my training needs

The employee appraisal was used to help me with my career development

The employee appraisal was used to monitor my work performance

I believe that the grading scheme is fairly applied in my area



appraisal and performance review? Very satisfied Satisfied Dissatisfied Very dissatisfied Not sure

7

ABOUT WORK-LIFE BALANCE 29. What is your view on the following (tick one box in each row): Yes No Don’t

know Would you describe InsureCo as a ‘family friendly employer’?

Would you describe InsureCo as an ‘equal opportunities employer’?

Do you think that an employer should help its staff balance their work with other aspects of their lives (such as family care)?

30. Would any of the following policies enable you to enjoy a better work-life balance? (Tick all that apply) More flexible working hours (flexitime) Job-sharing Reduced hours Term-time working Compressed working week Homeworking some of the time Workplace nursery Help with childcare costs Paid parental leave Career breaks 31. What obstacles are there to the objective of a better work-life balance at your workplace? Tick all that apply Customer demands The Company’s organisational demands Excessive working hours Excessive work pressure Senior management opposition Line management opposition Insufficient consultation Other (please state:.......................................)

8

32. Of the following different aspects of work, which three are the most important to you and which three are the least important to you? Tick three boxes in each column MOST important



Good working conditions Getting on well with colleagues Good relations with supervision Good pay Opportunity to use skills and abilities Having an interesting job Having responsibilities at work Job security Plenty of overtime Opportunity to use initiative A fair work-life balance Good promotion prospects Good training provision 33. If you have any comments to make on the issues raised in this questionnaire please write them below (or overleaf): Thanks for your co-operation

9

UNIVERSITY OF THE WEST OF ENGLAND – JETCO RESEARCH PROJECT


ABOUT YOURSELF 1. Are you Male [ ] Female [ ] 2. How long have you worked for JetCo? Less than 2 years [ ] 2 to less than 5 years [ ] 5 to less than 10 years [ ] 10 years or more [ ] 3. How old are you? Less than 20 years [ ] 20-24 [ ] 25-29 [ ] 30-39 [ ] 40-49 [ ] 50 or more [ ] 4. To which of these groups do you consider you belong? White [ ] Black Caribbean [ ] Black African [ ] Black other Indian [ ] Pakistani [ ] Bangladeshi [ ] Chinese [ ] Another ethnic group [ ] 5. Do you have any dependent children in the following age groups? Children aged 0-4 [ ] Children aged 5-11 [ ] Children aged 12-18 [ ] No dependent children [ ] 6. Which of the following occupation groups best describes your current job? Manager [ ] Graduate: Engineering/Finance [ ] Technical – Engineering/Finance [ ] Administrator [ ] Clerical and secretarial [ ] Skilled manual [ ] Semi-skilled manual [ ] Unskilled manual [ ] Other [ ] 7. Which of the following best describes your current employment contract?

1

Full-time and permanent [ ] Full-time and temporary [ ] Part-time and permanent [ ] Part-time and temporary [ ] Agency/Sub-contract employee [ ] None of these (please state)………………. 8. How many hours do you usually work each week, including any overtime or extra hours? Hours per week............... 9. Are you a member of a trade union? Yes [ ] No, but have been in the past [ ] No, have never been a member [ ] 10. If you are a trade union member, which union are you a member of? AEEU [ ] GMB-APEX [ ] MSF (Craft) [ ] MSF (Staff) [ ] TGWU [ ] UCATT [ ] Other [ ] ABOUT YOUR JOB 11. Do any of the following statements apply to you? (Tick one box in each row) Yes

No Don’t

know My work area is organised into teams



I have participated in a Business Improvement Team (a continuous improvement initiative)

Business Improvement Teams have improved the organisation of my work

Business Improvement Teams have increased my interest in the job



disagree Undecided






13. Have any of the following changed compared to 3 years ago (tick one box in each row)

2

Increased Decreased Stayed

much the same







Very Satisfied


Undecided




The respect you get from line managers








3











17. How often do managers ask you for your views on any of the following? (Tick one box in each row)


know I am aware of the ‘Bristol Briefing’/Employee Joint Consultative Committee (JCC)

I am aware of who represents me at Joint Consultative Committee’ meetings

My representatives put forward my point of view at Joint Consultative Committee meetings

19. What is your assessment of the overall effectiveness of the Bristol Briefing/Joint Consultative Committee in representing your views to management? Very effective Quite effective Quite ineffective Very ineffective Not sure

4



disagree Undecided



I believe that management and employees should be members of the same ‘company team’.



Strongly agree


Undecided













Somebody else




5








disagree Undecided








ABOUT TRAINING 25. During the last 12 months, how much training have you had, either paid for or organised by your employer? (Include only training away from your work-bench/desk, but it can be on or off the Bristol site) Tick one box only None Less than a day One to less than two days Two to less than five days Five to less than ten days Ten days or more

6



disagree Undecided



27. What is your view on the following statements concerning performance related pay? I believe that Merit/Performance Related Pay is distributed fairly in my work area



Annual Review? Very satisfied Satisfied Dissatisfied Very dissatisfied Not sure ABOUT WORK-LIFE BALANCE 29. What is your view on the following (tick one box in each row): Yes No Don’t

know Would you describe JetCo as a ‘family friendly employer’?

Would you describe JetCo as an ‘equal opportunities employer’?

Do you think that JetCo should help staff balance their work with other aspects of their lives (such as family care)?

Do you think that JetCo does enough to help staff balance their work with other aspects of their lives?

30. Of the following different aspects of work, which three are the most important to you and which three are the least important to you? Tick three boxes in each column MOST important



Good working conditions Getting on well with colleagues Good relations with supervision

7

Good pay Opportunity to use skills and abilities Having an interesting job Having responsibilities at work Job security Plenty of overtime Opportunity to use initiative A fair work-life balance Good promotion prospects Good training provision 31. If you have any comments to make on the issues raised in this questionnaire please write them below (or overleaf):


8

full report of research activities and results background · full report of research activities and...

Documents