Abstract:
This paper analyses the qualities required for a union to respond effectively to
management consultation demands. It examines consultation in a British
utilities company since privatisation from interview, documentary and archival
sources. Highly developed formal consultative procedures existed under
nationalisation. Equivalent processes under privatisation made new demands
on unions: speed of response, decentralisation and ‘direct communication’ by
management with employees. One niche trade union for professional
engineers was able to deal with these demands well in relation to other
unions. The union’s members had specific legal health and safety roles that
were used to reduce the impact of serious job losses. Its representatives took
advantage of these roles, and had a range of qualities helping it to reconcile
member and management demands. This union also successfully restructured
to respond to management requirements in the 1990s and has
improved its position relative to its competitors. Consultation has therefore
been largely ‘captured’ by one union.
