Relational union organising in a healthcare setting: a qualitative study

• Date: 01 November 2013
• DOI: http://doi.org/10.1111/irj.12034
• Author: Richard Saundry,Mick McKeown
• Published date: 01 November 2013

Relational union organising in a healthcare

setting: a qualitative study

Richard Saundry and Mick McKeown

ABSTRACT

This article explores the impact of a relational organising model within a local

UNISON NHS branch. While initial outcomes were modest, we argue that relational

approaches have the potential to increase branch engagement with organising activity

and to provide a focus on the importance of community within the workplace.

1 INTRODUCTION

Attempts by trade unions to reverse membership losses and extend organisation and

influence have been subject to extensive enquiry and comment in recent years (Gall,

2009). However, evidence as to the effectiveness of union renewal strategies is

inconclusive. While strategies based on the provision of individual services may

enhance recruitment in the short run, some argue that this servicing agenda has

hollowed out union organisation, severing bonds between union officials and

members (Jarley, 2005).

Union organising initiatives purport to offer an alternative approach based on

engaging and empowering members to self-organise around key collective workplace

issues. However, despite some notable successes, the wider impact of organising

strategies in the UK has been limited (Simms et al., 2013). Furthermore, there is little

sign that local branches have managed to escape a vicious spiral whereby the demands

of members for individual support crowd out organising initiatives and the conse-

quent development of grass-roots activity and strengthening of representative capac-

ity (Hurd, 2004; Simms et al., 2013).

In this context, Paul Jarley has argued that unions need to adopt relational tech-

niques to systematically develop dense networks of strong social ties between activists

and both existing and potential new members. In this way he argues that a sense of

mutuality and solidarity can be developed, which can underpin a more effective

collective approach to advancing worker interests. In some respects this has been

reflected in attempts by UK unions to forge links with community groups (McBride

and Greenwood, 2009; UNISON, 2011; Wills and Simms, 2006), but the potential to

build union communities within more conventional workplace settings has received

less attention.

This article provides an important opportunity to examine the potential of a

relational approach to workplace organising by reporting on a longitudinal study of

❒Richard Saundry is Reader in Human Resource and Leadership Studies at Plymouth Graduate School of

Management, Plymouth University and Mick McKeown is Principal Lecturer, School of Health, Univer-

sity of Central Lancashire. Correspondence should be addressed to Richard Saundry, Plymouth Graduate

School of Management, Plymouth University, PL4 8AA, UK; email: richard.saundry@plymouth.ac.uk

Industrial Relations Journal 44:5–6, 533–547

ISSN 0019-8692

© 2013 Brian Towers (BRITOW) and John Wiley & Sons Ltd