Where to Now?
This chapter concludes the analysis by considering some of the arguments that the labour movement might have made but chose not to make. Chapter 6 argues that there is significant scope for normative choice in business decision- making and that the technical objectivity of management as a discipline is largely imaginary. It outlines an approach to industrial relations called ‘universalist unitarism’. Unlike other types of collective industrial relations, universalist unitarism is not centred on collective bargaining, but preserves strong rights for workers in the form of guaranteed substantive influence in decision-making. The focus of union intervention backed by bargaining power needs to shift from defining contractual rights and duties to defining spaces within which unreserved cooperation and participation is rational for employees because their union has negotiated appropriate guarantees with respect to the process and outcomes of that participation.
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