Fitzgerald I, Stirling JIndustrial Relations Journal, (UK), Mar 1999 Vol 30 No 1
Start page: 46. No of pages: 15
Uses case study research at a UK metropolitan fire brigade to explore how organizational change, driven by the financial restrictions placed on the public sector by central government, has affected industrial relations. Sets out how fire brigades are funded and the performance targets they are expected to meet. Outlines how the metropolitan brigade has been restructured in the light of these financial restrictions and new performance indicators. Analyses industrial relations within the brigade, looking at trade union membership and trade union strength. Concludes that militancy within the fire brigade union, as a whole, is resilient and conservative, based on a culture of collectivism that is resistant to changes that challenge either service provision or conditions of service.
Subject(s): TRADE UNIONS, FIRE SERVICES, ORGANIZATIONAL CHANGE, PERFORMANCE MANAGEMENT, COST REDUCTION, UNITED KINGDOM
Database: HRMA: Human Resource Management Abstracts
Style: Case study, Theoretical with application in practice
ISSN: 0019-8692. Reference: 28AJ862
Reproduced by permission of Anbar Management Intelligence http://www.anbar.co.uk/management/home.htm