New Employee Relations Strategies in Britain: Towards Individualism or Partnership?

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Abstract
This article addresses the themes of individualism, partnership and collectivism in British industrial relations by reporting on a detailed three‐year case‐study‐based research project. Drawing on this data set, we offer insights into practical developments in contemporary workplaces and into the thinking of managers and employee representatives as they attempt to steer new paths in their relations. In particular, we examine what happens in practice when senior management teams, in previously collectivized organizations, set out with the explicit intent of shifting the balance of emphasis towards more ‘individualized’ relations with employees and/or to devise new ‘partnership’ arrangements.

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