Industrial relations and the diffusion of teamworking - Survey evidence from the UK steel industry

This article explores the industrial relations factors associated with the adoption of teamworking and allied new working practices. A survey of trade union representatives in the UK steel industry reveals evidence that manag ers are less likely to introduce teamworking when they have to negotiate wi th trade unions. However, contrary to expectations derived from the existin g literature linking teamworking with co-operation, more conflict with unio ns was reported in workplaces where managers had introduced teamworking. In particular, when teamworking involved abandoning the distinction between p rocess and maintenance work, conflict developed over health and safety and training issues. Union representatives were also more critical where manage rs sought teamworking for narrowly defined economic reasons, although union attitudes towards teamworking overall did not appear an important obstacle . However, formal agreements protecting workers, involving job security and redundancy provisions, did encourage cross-functional working and teams ad opting more responsibilities.