Developing Positive Employment Relations

Part 1: Concepts: Partnership in theory-. Chapter 1: Introduction:In search of good employment relations (Stewart Johnstone and Adrian Wilkinson)-.Chapter 2: Trojan horse or tactic? The case for partnership (Jimmy Donaghey)-. Chapter3: Why partnership cannot work and why militant alternatives can: historicaland contemporary evidence (Andrew Danford and Mike Richardson)-. Part 2: Institutions:Partnership in Context-. Chapter 4: The evolution of participation andpartnership in the UK context (Stewart Johnstone)-. Chapter 5: Workplacepartnership in Ireland: irreconcilable tensions between an 'Irish third way' ofvoluntary mutuality and neo-liberalism (Tony Dundon andTony Dobbins)-. Chapter 6: Labour-Management Partnership in the UnitedStates: Islands of Success in a HostileContext (Adrienne E.Eaton, Joel Cutcher-Gershenfeld and Saul A. Rubinstein)-. Chapter 7: EvaluatingSocial Partnership in the Australian Context (Cathy Xu, Glenn Patmore and Paul Gollan)-. Chapter8: Battling in a Bleak Environment: The New Zealand Context for Partnership (HelenDelaney and Nigel Haworth)-. Part 3: Cases: Partnership in Practice-. Chapter 9:Partial partnership? The Contradictions of Partnership at PowerCo (JonathanHoskin, Stewart Johnstone and Peter Ackers)-. Chapter 10: Workplace cooperationat Aughinish Alumina case (Tony Dundon and Tony Dobbins)-. Chapter 11: TheKaiser Permanente Labor Management Partnership:1997-2013 (Thomas A Kochan)-. Chapter 12: In search of workplacepartnership at Suncorp (Dhara Shah, Cathy Xu, Paul Gollan and Adrian Wilkinson)-.Chapter 13: Improving productivity in Fonterra's Whareroa site (Helen Delaneyand Nigel Haworth)-. Part 1: Concepts: Partnership in theory-. Chapter 1: Introduction: In search of good employment relations (Stewart Johnstone and Adrian Wilkinson)-. Chapter 2: Trojan horse or tactic? The case for partnership (Jimmy Donaghey)-. Chapter 3: Why partnership cannot work and why militant alternatives can: historical and contemporary evidence (Andrew Danford and Mike Richardson)-. Part 2: Institutions: Partnership in Context-. Chapter 4: The evolution of participation and partnership in the UK context (Stewart Johnstone)-. Chapter 5: Workplace partnership in Ireland: irreconcilable tensions between an 'Irish third way' of voluntary mutuality and neo-liberalism (Tony Dundon and Tony Dobbins)-. Chapter 6: Labour-Management Partnership in the United States: Islands of Success in a Hostile Context (Adrienne E. Eaton, Joel Cutcher-Gershenfeld and Saul A. Rubinstein)-. Chapter 7: Evaluating Social Partnership in the Australian Context (Cathy Xu, Glenn Patmore and Paul Gollan)-. Chapter 8: Battling in a Bleak Environment: The New Zealand Context for Partnership (Helen Delaney and Nigel Haworth)-. Part 3: Cases: Partnership in Practice-. Chapter 9: Partial partnership? The Contradictions of Partnership at PowerCo (Jonathan Hoskin, Stewart Johnstone and Peter Ackers)-. Chapter 10: Workplace cooperation at Aughinish Alumina case (Tony Dundon and Tony Dobbins)-. Chapter 11: The Kaiser Permanente Labor Management Partnership: 1997-2013 (Thomas A Kochan)-. Chapter 12: In search of workplace partnership at Suncorp (Dhara Shah, Cathy Xu, Paul Gollan and Adrian Wilkinson)-. Chapter 13: Improving productivity in Fonterra's Whareroa site (Helen Delaney and Nigel Haworth)-.... Mehr