Industrial Relations, Trust and Local Bargaining 1999

A survey of working life in 21 different workplaces. Staff views on local bargaining, workplace climate, labour relations, workplace relations and workplace change were studied. Respondents were asked about their status in employment, duties, contract type, working hours and payment systems. Changes in different features of work over the past three years were charted. Opinions on the likelihood of certain changes happening in the next two years were probed (e.g. dismissal, transfer to other job, shortened working hours, higher wages, more independence at work). The survey carried a set of attitudinal statements relating to the respondent's workplace, its organisation, degree of trust in the workplace and workplace relations. One topic covered the communication in the workplace: sources of information, reliability and openness of information. Respondents indicated which factors decreased or increased their job satisfaction (e.g. job insecurity, management, lack of esteem, clients, sense of achievement). Experiences of conflict in the workplace and the respondent's commitment to the organisation and to his/her trade union were studied. Trade union membership and participation in union activities were surveyed. Respondents' perceptions of trade unions were charted with the help of several statements. Another set of attitudinal statements covered views on local bargaining and central bargaining: respondents were asked which issues (e.g. pay determination, working hours, changing the duties of an employee) should be decided at which bargaining level (employer alone, legislation, collective agreements, local agreement between worker representatives and employer representatives, agreement between the employer and the employee). One topic pertained to which issues already were or, in the respondent's opinion, should be agreed locally in their workplace. Respondents were asked whether the management and trade union representatives take notice of the wishes of the personnel when developing the organisation. The relations and degree of trust between managers, local trade union representatives and employees were charted. Respondents also evaluated the competence of executives and worker representatives in financial and human resources management. Background variables included the department/office of the organisation where the respondent works, respondent's sex, year of birth, marital status, basic and vocational education.