"The Benefits of Workplace Partnership, A Critical Case Analysis"

This paper examines the nature of partnership agreements between management and other stakeholders at the local authority of Rhondda Cynon Taf, (RCT). The partnership concept garnered considerable attention after the late 1990’s, due to the election of the New Labour Government, many viewing it as a possible attempt to develop a new accord in industrial relations. The author sets out to identify the main themes of partnership, the positive aspects of this, as well as the barriers to partnership in the extant literature. In local authorities, partnership adds a level of complexity. It needs the support of employees and involves several trade unions, layers of management and ultimately elected members. This reflects the complex political and democratic processes of local government. The partnership at RCT received little influence from the New Labour political project, and developed organically since at least 1996, the year RCT was formed, and probably before. Partnership has grown via the encouragement of the collective voice from management and elected members, and has benefitted from the traditional onus on the public sector to act as a model employer. The model employer theory, underpinned by a commitment to avoid compulsory redundancies has been severely tested. A formal partnership is now necessary to set the basis of future employment relations at RCT.
The author makes a number of recommendations on how partnership can be taken forward at RCT, to formalise it and to enable it to survive and prosper in the most challenging financial circumstances.
Key words: Workplace, Partnership, Critical case analysis