Skip to main content
SpringerLink
Log in

The market, collective bargaining and the survival of custom

  • Chapter
Industrial Relations in the NHS

  • 25 Accesses

Abstract

The nature of the industry — health care — and the strong traditions associated with the delivery of that care suggest that the pattern of management of the staff at the point of service delivery will not alter dramatically as a result of changes in the financial and organizational systems. Customary elements in job task and hierarchies will remain more or less intact despite important changes in skill mix. The overwhelming impression is that whatever way the system is shaken up, the power of custom based on deeply held views on how to deliver health care will preserve the central structures and practices. It is likely, therefore, that the use of collective bargaining to determine pay and conditions of service will remain the dominant mechanism.

This is a preview of subscription content, log in via an institution to check access.

Access this chapter

Log in via an institution
Chapter
USD 29.95
Price excludes VAT (USA)
  • Available as PDF
  • Read on any device
  • Instant download
  • Own it forever
eBook
USD 39.99
Price excludes VAT (USA)
  • Available as PDF
  • Read on any device
  • Instant download
  • Own it forever
Softcover Book
USD 54.99
Price excludes VAT (USA)
  • Compact, lightweight edition
  • Dispatched in 3 to 5 business days
  • Free shipping worldwide - see info

Tax calculation will be finalised at checkout

Purchases are for personal use only

Institutional subscriptions

Preview

Unable to display preview. Download preview PDF.

Unable to display preview. Download preview PDF.

Notes

  1. Incomes Data Service (1991)Pay in the Public Sector, IDS, London, p. 11.

    Google Scholar 

  2. Hospital Workers News, issued by COHSE, GMB, NUPE and TGWU, 30/1/91.

    Google Scholar 

  3. IDS, op. cit., p. 13.

    Google Scholar 

  4. East Anglian Regional Health Authority (1990)The Rubber Windmill, East Anglian RHA, Cambridge.

    Google Scholar 

  5. Armstrong, M. and Mullis, H. (1988)Reward Management: A Handbook of Salary Administration, Kogan Page, London.

    Google Scholar 

  6. Seifert, R. (1990) ‘Prognosis for Local Bargaining in Health and Education’,Personnel Management, June, p. 56.

    Google Scholar 

  7. Labour Research Department (1990)Performance Appraisal and Merit Pay, LRD, London.

    Google Scholar 

  8. Wallow, D. (1989) Report of the conditions of employment of staff employed in the NHS, Department of Health, London, p. v.

    Google Scholar 

  9. Ibid., p. 1.

    Google Scholar 

  10. Ibid., p. 43.

    Google Scholar 

  11. Brown, W. and Rowthorn, B. (1990)A Public Services Pay Policy, Fabian Tract No. 542, The Fabian Society, London, p. 11.

    Google Scholar 

  12. Marginson, P., Edwards, P., Martin, R., Purcell, J. and Sisson, K. (1988)Beyond the Workplace, Basil Blackwell, Oxford.

    Google Scholar 

  13. McCarthy, W. (1976)Making Whitley Work, HMSO, London, p. 68.

    Google Scholar 

  14. Ibid., p. 73.

    Google Scholar 

  15. Ibid., p. 75.

    Google Scholar 

  16. ACAS (1987)Labour Flexibility in Britain, Occasional Paper 41, ACAS, London.

    Google Scholar 

  17. Local Authorities Conditions of Service Advisory Board (1991)Pay in Local Government 1990, LACSAB, London.

    Google Scholar 

  18. Fillingham, D. (1991) ‘When Bargaining is a Life-or-Death Issue’,Personnel Management, March.

    Google Scholar 

  19. Mailly, R., Dimmock, S. and Sethi, A. ‘Industrial Relations in the NHS since 1979’, in Mailly, R., Dimmock, S. and Sethi, A. (eds),Industrial Relations in the Public Services, Routledge, London, p. 139.

    Google Scholar 

  20. Working for Patients (1989), Cm 555, HMSO, London, p. 4.

    Google Scholar 

  21. Guy’s Hospital, Lewisham Hospital and Mental Illness Services (1990),Your Trust in the NHS: Consultation Document, Guy’s Hospital, London, p. 93.

    Google Scholar 

  22. Ibid.

    Google Scholar 

  23. Ibid., p. 94.

    Google Scholar 

  24. Ibid., p.102.

    Google Scholar 

  25. Ibid.

    Google Scholar 

  26. Royal College of Nursing (1990) RCN Response: Working for Patients, RCN, London, p. 1.

    Google Scholar 

  27. Ibid., p. 6.

    Google Scholar 

  28. MSF (1990)MSF Guide to the National Health Service and Community Care Bill, MSF, London, p. 7.

    Google Scholar 

  29. NALGO (1990)Patients before Profits: A Positive Agenda for the NHS, NALGO, London, p. 16.

    Google Scholar 

  30. Trent RHA (1989) ‘Paper for General Managers of Self-Governing Hospital Trusts: Personnel Policy and Practice The Challenges of the SGTs’, confidential document.

    Google Scholar 

  31. Ibid., p. 1.

    Google Scholar 

  32. Ibid., p. 2.

    Google Scholar 

  33. Ibid., p. 5.

    Google Scholar 

  34. Ibid., p. 11.

    Google Scholar 

  35. Ibid., p.11.

    Google Scholar 

  36. NUPE (1990)Negotiating in an NHS Trust, NUPE, London, p. 3.

    Google Scholar 

  37. NALGO (1990)Checklist for Negotiating in an NHS Trust, NALGO, London.

    Google Scholar 

  38. COHSE (1990)To Boldly Go? A COHSE Research Department Special Report on the Personnel Policies of the First Wave NHS Self Governing Trusts, COHSE, London, p. 3.

    Google Scholar 

  39. North West Thames RHA (1989)Preparing for Collective Bargaining in Directly Governed Hospitals and Self Governing Trusts: A Practical Guide, Draft 1, circulated to other regions in 1990 and 1991, paragraph 1.4.

    Google Scholar 

  40. Industrial Relations Service (1991), ‘NHS Trusts: Employment Terms and Bargaining Surveyed’,Employment Trends, No. 491, 5 July, pp. 9–15.

    Google Scholar 

  41. Ibid., p. 9.

    Google Scholar 

  42. First Community Health: Mid-Staffordshire (1991) Constitution of Joint Staff Committee, p. 1.

    Google Scholar 

  43. Walsall Hospitals NHS Trust (1991) Recognition Agreement.

    Google Scholar 

  44. IRS, op. cit., p. 11.

    Google Scholar 

  45. Ibid., p. 9.

    Google Scholar 

  46. British Medical Association (1990)Campaign Pack for Self-Governing Trusts, BMA, London.

    Google Scholar 

  47. British Medical Association (1990) ‘Conclusions on Representation of Doctors in Self-Governing Trusts’, confidential internal document, BMA, London, p. 21.

    Google Scholar 

  48. Trent RHA, op. cit., p. 6.

    Google Scholar 

  49. Bevan, A. (1952)In Place of Fear, 1978 edn, Quartet Books, London, pp. 98–100.

    Google Scholar 

Download references

Author information

Authors and Affiliations

  1. University of Keele, UK

    Roger Seifert (Senior Lecturer in Industrial Relations)

Authors
  1. Roger Seifert
    View author publications

    You can also search for this author in PubMed Google Scholar

Rights and permissions

Reprints and permissions

Copyright information

© 1992 Springer Science+Business Media Dordrecht

About this chapter

Cite this chapter

Seifert, R. (1992). The market, collective bargaining and the survival of custom. In: Industrial Relations in the NHS. Springer, Boston, MA. https://doi.org/10.1007/978-1-4899-3214-3_8

Download citation

  • DOI: https://doi.org/10.1007/978-1-4899-3214-3_8

  • Publisher Name: Springer, Boston, MA

  • Print ISBN: 978-1-56593-040-7

  • Online ISBN: 978-1-4899-3214-3

  • eBook Packages: Springer Book Archive

Publish with us

Policies and ethics

Search

Navigation