The personnel and human resource managers' professional association, the Chartered Institute of Professional Development (CIPD), has released a report called "Managing Employee Relations in Difficult Times." The report highlights that 'industrial conflict isn't all about strikes' and shows how there is more use by unions of the threat to strike, street demonstrations and damage to an employer's reputation or brand than striking itself. By Gregor Gall, Research Professor of Industrial Relations and Director of the Work and Employment Research Unit (WERU), University of Hertfordshire. (Ref. 120650)
It is well known that strike activity has fallen markedly in the last twenty to thirty years. It is also well know that unions use the statutorily required process of balloting for industrial action (strikes and action short of a strike) as a way to exert leverage upon employers. Indeed, in 2011 of the 994 ballots organised for strikes, 91% resulted in mandates for lawful action but only 149 resulted in strikes. In most cases, the threat of striking through a ballot allowed the unions to gain s
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