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University of Warwick institutional repository: http://go.warwick.ac.uk/wrap A Thesis Submitted for the Degree of PhD at the University of Warwick http://go.warwick.ac.uk/wrap/36180 This thesis is made available online and is protected by original copyright. Please scroll down to view the document itself. Please refer to the repository record for this item for information to help you to cite it. Our policy information is available from the repository home page. Teamwork and the Structure of Representation at Vauxhall Ltd. (UK) & Adam Opel AG (Germany) School of Industrial & 'Business Studies Thomas Marakami Thesis submitted in fulfilment of the requirements of the degree of philosophiae doctor Ph.D. in the School of Industrial and Business Studies, at the University of Warwick submitted: 8 September, 1995 viva: 23. October 1995 re-submitted: 11. December 1995 Dedication for Lisa & the workers on Vauxhall's and Opel's assembly lines II Table of Contents Dedication. Table of Contents Abbreviations List of Tables, Graphs and Figures Acknowledgements Abstract 1. Introduction Chapter 2: Research Questions, Hypotheses Theory 2. Teamwork, Industrial Relations 6 & Industrial Democracy 2.1. The Theory of Teams & Industrial Democracy 7 2.1.1. Theories of Teams & Groups 7 2.1.1.1. Autonomy 9 2.1.1.2. Teams and Teamleaders 10 2.1.2. Conclusions 13 2.2. The Theory of Industrial Relations 14 2.2.1. Unitarism 17 Unitarist industrial relations as a frame of reference Unitarist industrial relations as an approach Unitarist industrial relations: an intellectual perspective Unitarist industrial democracy as a frame of reference Unitarist industrial democracy as an approach Unitarist industrial democracy: an intellectual perspective Unitarist teamwork as a frame of reference Unitarist teamwork as an approach Unitarist teamwork: an intellectual perspective 2.2.2. Pluralism 24 Pluralist industrial relations as a frame of reference Pluralist industrial relations as an approach Pluralist industrial relations: an intellectual perspective Pluralist industrial democracy as a frame of reference Pluralist industrial democracy as an approach Pluralist industrial democracy: an intellectual perspective Pluralist teamwork as a frame of reference Pluralist teamwork as an approach Pluralist teamwork: an intellectual perspective Ill 2.2.3. Adversarialism 32 Adversarial industrial relations as a frame of reference Adversarial industrial relations as an approach Adversarial industrial relations: an intellectual perspective Adversarial industrial democracy as a frame of reference Adversarial industrial democracy as an approach Adversarial industrial democracy: an intellectual perspective Adversarial teamwork as a frame of reference Adversarial teamwork as an approach Adversarial teamwork: an intellectual perspective 2.2.4. Teamwork and Industrial Democracy 39 2.2.5. Application: Walton & McKersie and Moore 42 a) Walton and McKersie: Collective Bargaining - Moore: Transition b)Teamwork, Transition and Collective Bargaining c) Categories of Transition and Collective Bargaining d) The Industrial Relations Context e) Democratic and Non-Democratic Teamwork 2.2.6. Conclusions 48 2.3. Conclusions 50 Chapter 3: Methodology 3. Research Methods 53 3.1. Methodology & Comparative Enquiry 53 3.2. Defming the Research Problem 58 3.3. Research Methods 60 3.4. Qualitative and Quantitative Research 62 3.5. The Administration of the Survey 65 a) The Reason for the Use of Questionnaires b) The Type, Design and Pilot-Study of the Questionnaire c) Validity d) Sampling 3.6. Access 71 3.7. Chronology of Research 73 - Chapter 4: The Introduction of Teamwork I 4. Teamwork at General Motors 75 4.1. Teamwork at Vauxhall 77 4.1.1 The Introduction of Teamwork 7 4.1.2. The Teamwork Agreement so Iv 4.1.3. Teamwork in Practice 83 4.1.3.1 Teamwork in Practice at the Door-Section 85 4.1.4. Teamwork and Teamleaders 92 4.1.5. Conclusions 95 4.2. Teamwork at Opel 99 4.2.1 The Introduction of Teamwork 101 4.2.2. The Teamwork Agreement 104 Tearnspeaker Teamwork and Participation 4.2.3. Teamwork in Practice 110 4.2.4- Conclusions 123 4.3. Comparative Conclusions 126 Chapter 5: Representation 5. The Structure of Representation 132 5.1. The Structure of Representation in GB 134 and at Vauxhall 5.1.1. Shop Stewards in Britain 134 a) Formal Description b) Actual Pattern c) An Assessment 5.1.2. Stewards at Vauxhall 138 5. 1.3. Union Recognition 141 5.1.4. Inter-Union Relations 142 5.1.5. Committees 145 5.1.6 Convenors and Stewards 149 5.1.7. Stewards' External Relations 150 5.1.8. Stewards and Workgroups 152 5.1.9. Conclusions 154 5.2. The Structure of Representation 157 in Germany and at Opel 5.2.1 . Works Constitution Act and Works Councils 158 a) The Legal Prescription of Works Councils b) The Actual Practice of Industrial Relations c) An Assessment 5.2.2. Industrial Unionism and Trade Unions 162 5.2.3. Workplace Representatives 164 5.2.4. Industrial Relations at Opel 165 a) Opel's works councils b) Opel's workplace representatives V 5.2.5. Conclusions 175 5.3. Comparative Conclusions 178 Chapter 6: Teamwork _& Representation 6. Teamwork and the Structure of Representation 185• 6.1. Teamwork and the Structure of 186 Representation at Vauxhall • 6.1.1. Teams, Teamwork and Leadership 186 6.1.2. Stewards and the Introduction of Teamwork 188 6.1.3. Teamleader, Teams and Representation 194 6.1.4. Conclusions 202 6.2. Teamwork and the Structure of 206 Representation at Opel 6.2.1. Teams, Teamwork and Leadership 207 6.2.2. The Works Council and the Introduction of Teamwork 208 6.2.3. Teamspeakers, Teams and Representation 214 6.2.4. Conclusions 222 6.3. Comparative Conclusions 225 6.3.1. Teams, Teamwork and Leadership 225 6.3.2. Representation and the Introduction of Teamwork 226 6.3.3. Teamleader/Teamspeakers, Teams and Representation 235 6.3.4. Conclusions 239 Chapter 7: Conclusions, Summary & Assessments 7. Summary, Conclusions & Assessments 242 7.1. The Research Question 242 7.2. Assessment of the Models 243 a) The pluralist approach and Opel's industrial relations b) The adversarial approach and Vauxhall's industrial relations 7.3. The Theory of Teamwork and Industrial Democracy 248 a) Unitarism and Teamleaders b) Pluralism and Teamspeakers c) Adversarialism and Teamleaders 7.4. The Case Studies of Teamwork 251 VI 7.5. Outcomes and Hypotheses 252 Hypothesis a) Hypothesis b) Hypothesis c) Hypothesis d) Hypothesis e) Hypothesis 0 7.6. Comparative Conclusions 258 7.7. General Assessments 260 a) Case Studies al) Teamleaders and Teamspealcers a2) Non-democratic Outcomes a3) Democratic Outcomes b) Possibilities for Predictions bl) Theoretical Assessments c) The Limitations of Predictions cl) Variations within a National IR System c2) Variations within a Company IR System c3) National and Company Systems of IR c4) A unitarist, pluralist or adversarial System of IR c5) Space for Contingency c6) Probabilities Appendix 279 (A) Interview Questions for Company visits (Vauxhall Luton) (B) Interview Questions for Company visits (Opel Riisselsheim) (C) Survey Questionnaire for the Vauxhall Motors Luton plant (D) Survey Questionnaire for the Adam Opel Riisselsheim plant (E) The Teamwork Agreement of the Vauxhall Luton plant (P) Questionnaire for Team-Autonomy (England) (G) Questionnaire for Team-Autonomy (Germany) (1-1) The Teamwork Agreement of Opel-Riisselsheim (German Original) (I) The Teamwork Agreement of Opel-Riisselsheim (English Translation) (J) Supplement to Teamwork Agreement (German Original) (K) Supplement to Teamwork Agreement (English Translation) (1,) Consolidation-Agreement of the Riisselsheim Plant (German Original) (M) Consolidation-Agreement of the Riisselsheim Plant (English Translation) (N) Gulowsen (0) List of Structure Interviews (P) Tables and Graphs for Vauxhall and Opel Bibliography 307 WI Abbreviations AEEU Amalgamated Engineering and Electrical Union BetrVG Works Constitution Act (Betriebsverfasungsgesetz) BR Works Council (Betriebsrat) BV Works Agreement (Betriebsvereinbarung) DGB German Trade Union Federation (Deutscher GewerkschaftsbunO, EETPU Electrical, Electronic, Telecommunication and Plumbing Union El Employee Involvement GM General Motors GME General Motors Europe IBC Isuzu-Bedford-Commercial Vehicles IGM German Metal Workers Union (Industriegewerkschaft Metal!) IMVP International Motor Vehicle Programme IR Industrial Relations JCC Joint Consultative Committee JPC Joint Plant Committee JSSC Joint Shop Steward Committee MSF Manufacturing, Science and Finance Union OB Organisational Behaviour MPS Quality Network Production System SOS Standard Operation Sheet TGWU Transport and General Workers Union TPS Toyota Production System VK Workplace Representative Body (VertrauenskOrper) VKL Workplace Representative Committee (VertrauenskOrperleitung) VP Workplace Representative (Vertrauensperson) *English translations of German terms follow the "European Employment and Industrial Relations Glossary" (Weiss 1992). 7 VIII List of Tables, Graphs & Figures No. Title: Page: 2.1. Workgroups and Teams 8 2.2. Levels of Participation 10 2.3. Pragmatic Accommodation 46 2.4. Three theoretical Approaches 49 2.5. IR Approaches 51 Hypotheses and Teamwork at Opel and Vauxhall 60 3.1. 3.2. Research Chronology 73 4.1. Teamleaders and Team-Members at Vauxhall (in 'Yo) 91 4.2. Team-Members and Teamwork at Vauxhall 91 4.3. The Vauxhall Plant 94 4.4. Teamspeakers and Team-Members at Opel 115 4.5. Team-Members and Teamwork at Opel 121 4.6. Teamleaders and Team-Members at Vauxhall and Opel (in %) 128 4.7. Team-Members and Teamleaders at Vauxhall and Opel (in %) 129 4.8. Team-Members and Teamwork at Vauxhall and Opel 129 5.1. Unions and Areas at Vauxhall 143 5.2. Unions and Representatives 144 5.3. Participation under the BetrVG 160 5.4. Legal Rights according to BetrVG 162 5.5. The Three Frames of References & Kotthoff's Typology 173 5.6. BR, VPs, Blockies and the Three Frames of References 176 5.7. Management, Representation and the Three Frames of References 177 5.8. The Historical Development of Stewards and BRsNPs 179 5.9. Stewards and Workplace Representatives 179 5.10 Ratio between Workers and Representation in GB and FRG 180 5.11.