Unions and workplace learning: conflict or cooperation with the employer?

Abstract

Strong, cooperative relations between trade unions and management have been seen as central to the work modernisation agenda, both in managing processes of change in the workplace and in contributing to workers’ employability in the wider labour market (see Chapter 7 above). Although it is important not to overstate the extent of the transformation of work organisation and the development of more participative management styles, there are nevertheless significant policy developments (at European level and within EU member states) which are intended to develop approaches to workplace learning based on social partnership.1 More generally, many EU member states have systems for involving the social partners in the management of the institutions of their vocational training systems as a means of devolving responsibility for the development and implementation of policy in this field. The EU itself has been instrumental in encouraging the use of collective agreements on continuing vocational training as a means of promoting social dialogue on training (Blanpain, Engels and Pellegrini, 1994; Heidemann et al., 1994). Under the 1997 Treaty of Amsterdam member states are required to report annually on the achievement of the objectives in their Employment Action Plans which include the development of measures to promote employability and work modernisation through social partnership (Hall, 1998).