"Individual bargaining" - a new culture of working relationships?

Abstract

Using the sector municipal power supply companies as an example, it is shown 'how the self-image of these employees as employees has changed, conditioned by the structural rupture since the 1970s, and what successive effects this change has had on the influence wielded by collective interest representatives (such as works councils). The point of reference for this is a qualitative longitudinal study in the years 2004 to 2008 in the formerly municipal power supply companies. Its aim was to examine new structures and participation trends since the liberalisation of the power market as well as the simultaneous privatisation of the formerly municipal power companies.' The results of the study show that, despite increasing fear of losing one's job, the collective consciousness of being an employee is only very slight. Moreover, the higher a person's level of qualifications, the more this sinks. Instead, with higher qualified persons a trend towards individual bargaining is making itself apparent. The reason for this is also the introduction of new styles of management, such as target agreements, which encourage self-responsibility on the part of the employee. For the members of the works council this means reorientating themselves to a new role of co-manager. (IAB)

Cite article

Weimann-Sandig, N. (2011): "Individual Bargaining" - eine neue Kultur der Arbeitsbeziehungen? In: Bundeszentrale für politische Bildung, K. Andresen, U. Bitzegeio & J. Mittag (Hrsg.) (2011): "Nach dem Strukturbruch"? : Kontinuität und Wandel von Arbeitswelten (Schriftenreihe der Bundeszentrale für politische Bildung, 1197), p. 143-157.