reading materials-21-industrial relations in uk fire fighter
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8/13/2019 Reading Materials-21-Industrial Relations in UK Fire Fighter
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Industrial Relations
The 2003 UK Fire-fighters Strike
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Overview
i. The Fire-fighters Disputei. Background
ii. How things stand
ii. The Psychological Contracti. Its use
ii. Impact of violations
iii. Interventions
i. What should have been doneii. What can be done now
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What the employers want - TheBain Report
11% pay-rise
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What the employees want - thefire-fighters perspective
39% pay-rise
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What the employers want - TheBain Report
11% pay-rise
Changes to shiftpatterns
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What the employees want - thefire-fighters perspective
39% pay-rise
Overtime ban
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What the employers want - TheBain Report
11% pay-rise
Changes to shiftpatterns
Regional ControlRooms
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What the employees want - thefire-fighters perspective
39% pay-rise
Overtime ban
Parity for part-timefire-fighters and firecontrol staff
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What the employers want - TheBain Report
11% pay-rise
Changes to shiftpatterns
Regional ControlRooms
Insurance firmscharged for road
accidents
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What the employees want - thefire-fighters perspective
39% pay-rise
Overtime ban
Parity for part-timefire-fighters and firecontrol staff
Consultation aboutchanges
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What the employers want - TheBain Report
11% pay-rise
Changes to shiftpatterns
Regional ControlRooms
Insurance firmscharged for road
accidents Extra medical
training for fire-fighters
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What the employees want - thefire-fighters perspective
39% pay-rise
Overtime ban
Parity for part-timefire-fighters and firecontrol staff
Consultation aboutchanges
Modernisation = jobcuts
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Employers
Minimal pay rise
Dependent onexpanded role
Reduced publicsafety
Reduced rights,representation andsecurity
Job Cuts
Unrealistic pay rise
Archaic service
Social club
Employees
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How things stand
Back at work
125m cost to Government
16% conditional rise Limited changes
FBUs Labour support ended
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The Psychological Contract
Why use the framework? Describes and explains
Predict outcomes
Fits scenario
Rousseau (1995) - subjective beliefs regarding an
exchange agreement between the individual and the
organisation
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How would you feel?
Reports leaked to media dismissOccupational Psychology as pseudo-science nonsense
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Employer Violations
Increased wants,static offer
Reneging on promise
Imposing change
Out-group degradation
Independent report They already had a real
independent reportwhich has remained
buried because they didnot like what they hadread. What a waste ofmoney
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Employee Violations
Anti-role behaviour Striking
Reduced citizenship
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Consequences of Violations
Transactional vs. Relational I didn't start this job because it was well paid, but
because it was a good thing to do
When I first joined I lived and breathed being afire-fighter
Its just a job now
If they pay us, we'll ride the new anti-terrorist
appliances we've trained for
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Consequences of Violations
Equity The government are throwing money at the
police because they needed to swell the numberof recruitsthey get a much better deal
If we were in the armyour salary might be thesame but we would also be getting livingaccommodation, cheap food, help with schooling
Everyone in the fire service is affected by this(pay) agreement and nobody has had the
increase they were promised, except the chieffire officers
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Consequences of Violations
Power imbalance McLean, Parks and Kidder (1994)
As long as fire-fighters and their representativesare treated with contempt and we dont get theright to negotiate, there will be strikes
We're up against a very ruthless machine ofspin, and few of us now see success on thathorizon
The only reason most members have voted toaccept the offer is because it's the lastopportunity where we can have some input onthe outcome of the deal
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Consequences of Violations
Procedural Justice Lind & Tyler (1988)
Get Safe, Get Out, Get Even (Herriot &Pemberton, 1995)
Increased Turnover?
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Consequences of Violations
Morale I can honestly say that in my 17 years of
experience, even after all the misery of
the picket lines, the morale of the"modernised" fire-fighter is at an all-timelow
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Intervention - What shouldhave been done
Truly Independent report
Consultation
Negotiation Contracting Transitions
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Business
Environment
Organizations
wants and
offers
Organizations
offers
Organizations
wants
changed?
Contract fair?
Contract kept?
Social
Environment
Individuals
wants and
offers
Individuals
offers
Individualswants
changed?
Contract fair?
Contract kept?
Stage 1
Inform
Stage 2
Negotiate
Stage 3
Monitor
Stage 4
Renegotiate
or exit
Contracting Transitions (Herriot, Hirsh &Reilly, 1998)
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Intervention - Repairing thedamage
Trust competency
transparency/honesty
concern for my welfare
reliability
Mutual trust is a fundamental component of
social capital, without which voluntarycollaboration in organizations isimpossible Herriot, Hirsh & Reilly (1998)
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Intervention - Repairing thedamage
Rebuilding Trust (Herriot et al., 1998)Admission by top management
Career contracting
Knowledge-based trust
Trust based on identification
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Summary
Top-down failures
Change as negotiation process
Psychological Contract as a framework Not limited to fire-fighters
Communication, Communication,
Communication
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Update: What the employerswant now
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Update: What the employeeswant now
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