Citation

Tailby S, Richardson M, Upchurch M, Danford A, Stewart P. Ind. Relat. J. 2007; 38(3): 210-228.

Copyright

(Copyright © 2007, John Wiley and Sons)

DOI

10.1111/j.1468-2338.2007.00444.x

PMID

unavailable

Abstract

Partnership theory proposes that an appropriate integration of direct and indirect employee participation mutually benefits the workers and the company. This study explores the putative employee voice gains and the risks for union effectiveness by comparing employees' evaluation of partnership practices at two financial service companies with non-union and union employee representation, respectively.