research-report-96-coming-clean-contractual-and-procurement-practices.doc

Organisations are drawn from different sectors

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organisations are drawn from different sectors - particularly from across the public/private sector divide with their different cultures and organisational objectives (Rubery et al., 2002). Measures to promote the integrating of employees and the systems of work organisation may help establish common goals and reduce conflicts or tensions among the employee groups (Marchington et al., 2011). This section will use the findings from the case study organisations to show how better integration at the workplace can be beneficial in contracting arrangements. Three issues have emerged from the case studies: i) the role of TUPE, both positive and negative, in forging integration across the organisational divide; ii) the role of access to shared benefits in creating an integrated workplace; and iii) the role that a broader integration of HR policies can play in integrating the organisation of work. The transfer of staff under TUPE regulations The transfer of staff is very much assisted by TUPE regulations insofar as it smooths frictions caused by worker anxieties about switching from one employer to another which was not of their choosing. TUPE helps by guaranteeing continuity of employment contract during the transfer and also by protecting terms and conditions of employment. However, as we explored in section 12, staff transfer under TUPE regulations is potentially divisive because it involves a differentiation of terms and conditions for staff that are performing potentially the same type of work (Rubery et al., 2002). Whilst there was a history of TUPE transfers in all six case studies - as far as we can see from the evidence - there are no identifiable problems with TUPE; although our interviews were primarily confined to managerial staff and a different picture might have emerged from employee interviews. Significant differentiation was found in one of the cases: at the airport, staff on TUPE contracts were paid £1.19 per hour extra if transferred from the previous cleaning company and even more among former airport staff. On the other hand, we found positive examples for the role of TUPE transfer in the integration of work organisation. At HotelW and CollegeS, staff transferred under TUPE regulations were considered to be a source of integration for the client 107
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COMING CLEAN: CONTRACTUAL AND PROCUREMENT PRACTICES because of their knowledge of both sides of the contract which helped for a smooth operation: I have to say in the four or five years [CleanA2] have been very good and we haven’t had a problem with them at all. [It is] helped somewhat by having some of the staff here that entire time, so they understand the College very well ... and they understand what we are looking for. (CollegeS, Procurement manager). The lady who was here had been here ten years and was originally part of the hotel then she got taken on by a separate company …because of the way she is, she has always picked and done a bit more for the hotel which we have been really grateful for but she probably did get put upon from other departments to do things which aren’t necessarily under her remit.
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