Union Representatives in Labour–Management Partnerships: Roles and Identities in Flux
Article first published online: 19 NOV 2009
© Blackwell Publishing Ltd/London School of Economics 2009
British Journal of Industrial Relations
Volume 49, Issue 3, pages 411–435, September 2011
How to Cite
Harrisson, D., Roy, M. and Haines III, V. (2011), Union Representatives in Labour–Management Partnerships: Roles and Identities in Flux. British Journal of Industrial Relations, 49: 411–435. doi: 10.1111/j.1467-8543.2009.00758.x
- Issue published online: 19 NOV 2009
- Article first published online: 19 NOV 2009
- Final version accepted on 18 July 2009.
This study examines the challenges met by union representatives (URs) who have to reconstruct their traditional role in the context of labour–management partnerships. They are innovators involved in the transition to renewed labour relations. Identity issues and role conflicts are examined through an in-depth analysis of the process involved in assimilating this new role in unionized organizations. The results suggest that URs subordinate the partner role to the interest representation role. Interviews suggest that this enhanced union legitimacy. Some blurring of traditional social categories such as those of employee or employer is possible to the extent that the relations between the actors are founded on interpersonal relations.