After years of decline in trade union membership and influence there are signs that things are turning round, says a study led by Dr Jane Wills, of Queen Mary, University of London.
Unions are breaking new ground by signing fresh recognition agreements in the more traditional sectors of the economy, such as manufacturing, transport and former public service organisations, in all parts of the country. In these workplaces, unions have found activists who can take up the work of organising from within.
Since 1945, unions have focussed on gaining workplace recognition but globalisation, privatisation, the move to service industries, temporary and part-time working have made it harder to sustain strong organisation at the workplace scale.
The research explores how unions have begun finding new ways to get support and influence, through international agreements with multi-national companies, or at the local level through community links with faith groups, schools and other local union branches around common concerns.
The East London Communities Organisation's campaign for a living wage is an example. Says Dr Wills: "By re-casting trade union issues as community concerns, the campaign has found a new way to pursue claims for justice for the low paid, it has allowed privatised workers to re-start a dialogue with public sector managers, and it has revitalised local union branches through tapping new sources of energy and support."
The study shows that unions have found it hard to organise where workers do not have any previous experience of trade unionism, where labour turnover is high, where there is shift-working in a large site, or where the workplace is small and isolated. It is also difficult where the management style is open and inclusive or where managers are very hostile to trade unions, particularly in call centres, hotels, the leisure industry and the private sector services.
In a 'Catch-22' situation, unions find it difficult to sustain organisation without local activists but without power, workers have been less willing to become activists and get involved in campaigning.
Partnership agreements with employers are seen as another means of growth.
In Barclays Bank it has allowed the union to implement a proper system of local representation for the first time, given access to new staff, and involved the union in working parties looking at change before decisions are made.
However, the research highlights the scope for both union and managers to do more to develop local consultation. There were also real risks for the union in being perceived as 'too close' to the bank.
Nationally, the shift to develop organising has done more than partnership agreements to increase membership, but the research also shows that organising at the workplace on its own no longer gives unions the power it did in the past.
For further information, contact: Dr Jane Wills on 020 7882 5414, mobile: 07884 258 636, e-mail: j.wills@qmul.ac.uk Or Iain Stewart at ESRC, on 01793 413032