Evaluating Social Partnership in the Australian Context
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Over the past 2–3 decades, many western countries have pursued an employment relations (ER) agenda involving labour–management cooperation or a form of ‘partnership’; for example, the USA, Britain, Ireland and New Zealand (Ackers and Payne 1998; Kelly 2004; Johnstone et al. 2010; Macneil and Bray 2013; Cathcart 2014). Attracted by the success of partnership practices in the UK, Australian academics and policy-makers have previously investigated the viability of partnership models in the Australian context, both conceptually (Lansbury 2000; Gollan and Patmore 2006; Townsend et al. 2013) and through empirical case studies (Mitchell and O’Donnell 2007; Jones et al. 2008). Yet little research has specifically examined the role of current industrial relations practices in promoting workplace partnerships within both union and non-union settings in Australia. This chapter will thus focus on exploring the current industrial relations and regulatory context for the support of workplace partnership practices within the political and socioeconomic environment in Australia.
KeywordsIndustrial Relation Employee Voice Social Partnership Employee Representation Joint Consultation
Glenn Patmore would like to thank Rachel Varghese, Lois Pickering and Sarah Moorhead for their invaluable research assistance, proofreading and helpful comments on this chapter. This book chapter draws on and develops the author's own previous work, including Gollan and Patmore (2006) and Patmore (2010).
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