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Consultation at WorkRegulation and Practice$
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Mark Hall and John Purcell

Print publication date: 2012

Print ISBN-13: 9780199605460

Published to Oxford Scholarship Online: January 2013

DOI: 10.1093/acprof:oso/9780199605460.001.0001

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The Dynamics of Consultation

The Dynamics of Consultation

Chapter:
(p.136) 7 The Dynamics of Consultation
Source:
Consultation at Work
Author(s):

Mark Hall

John Purcell

Publisher:
Oxford University Press
DOI:10.1093/acprof:oso/9780199605460.003.0007

Consultative committees have to grow into effectiveness, or they fail to reach their potential. Research evidence shows that some become active while others are restricted to a narrower role in helping communication between senior managers and employees. The ‘active consulters’ exist where management proactively place proposed business and HR decisions on the agenda, and where there is a coordinated employee body able to respond and engage in dialogue. This requires trust. The ‘communicators’ rarely, if ever, consider management proposals, and if they do, it is after the decision has been taken. It is rare in these circumstances for the employee representatives to be organized. They do not meet among themselves before the staff council to work out how best to respond. Some staff councils fail after a few years. Case histories of four ‘active consulters’, three ‘communicators’, and one defunct council are provided.

Keywords:   effectiveness, active consultation, proactive, communication only, defunct, case studies

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