Assessing the impact of Union Learning Representatives on training: evidence from a matched sample of ULRs and managers

Abstract

Drawing on a matched sample of pairs of Union Learning Representatives (ULRs) and managers in 90 workplaces, this article evaluates managers’ views of the impact of ULRs on training and compares these views with those of ULRs themselves. Although managers are less positive than are ULRs about the impact ULRs have had, a significant proportion of managers nevertheless state that ULRs have had a positive influence. The article also uses the matched data to assess the factors associated with ULR effectiveness. ULRs are more likely to have had an impact on training where managers support the ULR role, where there is a learning centre at the workplace, where negotiation over training takes place and where the ULR covers no more than 200 employees.