An analysis of the role of European works councils in British workplaces

In: Employee relations, Band 29, Heft 3, S. 292-305

Abstract

PurposeThe paper seeks to identify the nature of the contribution that European works councils (EWCs) have made to six British workplaces and their employees.Design/methodology/approachA qualitative longitudinal study of the workplaces (2001‐2004) is discussed, which analyses the views of those senior managers and representatives directly involved together with those who have no immediate role but are intended to be beneficiaries of a council's activities: managers, representatives and employees.FindingsA range of factors are identified that, in most instances, frustrated the realisation of the intended objective of EWCs. Those findings contrasted with the initial optimism concerning EWCs created by the use of quantitative research methods. Whilst councils are diverse in character, a backdrop is provided to some of the challenging representational issues and it explores the scope for managerial manipulation and control, given the limitations of the legislation and the sometimes fragmented activities of representatives.Research limitations/implicationsHowever, it is acknowledged that in a limited number of instances EWCs have made a significant contribution.Originality/valueThe paper reflects the expertise of the author and will be of interest to those in the field.