The roles and functions of shop stewards in workplace partnership: Evidence from the Republic of Ireland

Purpose: The purpose of this paper is to examine the roles and influence of shop stewards under workplace partnership regimes in five case study firms in the Republic of Ireland. It aims to assess the dynamics and potential longevity of partnership relationships. Design/methodology/approach: A framework is utilised which analyses the scope, breadth and depth of union influence in terms of the structure of partnership processes and the capacity of agency to affect relations among shop stewards, union members and plant management. Findings: The findings show that while union representatives view partnership in a positive light, there remain problems as to the longevity of partnership owing to management control and a disconnection between national (government) and local (workplace) support mechanisms for partnership. The paper concludes that social partnership is a process that remains anchored in a relationship of both antagonism and accommodation between capital and labour. Originality/value: Much of the extant literature tends to focus on the outcomes of partnership in terms of the gains or losses to either management and/or unions. In this paper, the focus is on the way the "processes" of social partnership shape the behaviour and roles of workplace union representatives. A number of theoretical and policy implications are discussed.