The future for

unions
– What do
workers think?

S P O N S O R E D BY U N I T Y T R U S T B A N K
Introduction
In 2001, the TUC commissioned a British Workplace
Representation and Participation Survey to examine
the future of trade unions in modern Britain. Professor
Richard Freeman (Harvard University) and Wayne
Diamond (LSE) led an extensive research project based
on this survey and two TUC publications resulted What
Workers Want (2001) and A Perfect Union? (2003).
Ten years on workplaces, the economy and the
political situation look quite different but the need to
renew the debate about the future of trade unions has
never been more important.
Professor Freeman gave permission to Unions 21
to use questions from the 2001 survey, and in early
2010 YouGov ran an online survey on this basis. All
figures, unless otherwise stated, are from YouGov Plc.
Total sample size was 2,224 working adults. Fieldwork
was undertaken between 4-17 January 2010. The
survey was carried out online. The figures have been
weighted and are representative of the UK workforce by
union membership, industry sector and business size.
Responses were also structured by gender, age, working
pattern, pay level, grade and regional location.
In March, Unions 21 published an initial briefing on
the survey results focusing on union presence and effec-
Motivation to work
On an average day 42% of all respondents look forward
to going to work, compared with 33% who wish they didn’t
have to go and 25% who don’t care one way or another.
Workers in the voluntary sector, those in smaller work-
places (2-23 employees), with management responsibility,
men and older workers (45+) are all more positive than
the average about going to work. Workers in construction
and education are more likely than other groups to say
that they look forward to going to work, and workers in
manufacturing and transport/communications are more
likely than others to wish they didn’t have to go. There is
not a straightforward correlation between pay level and
motivation to go to work. Those at either end of the pay
distribution (earning up to £200 a week and over £800 a
week) are the most positive groups, and workers earning
from £300-£400 a week are least positive.
As shown below, past union members are more positive
about going to work than current union members and
those that are members of a union not recognised at their
workplace are most likely to wish they didn’t have to go.
FEELINGS ABOUT GOING TO WORK
50
45
44
43

tiveness in the workplace. Whilst confirming that there 40

Percentage of respondents

42

40
40
39

is a plethora of workplace experiences and therefore no 35

37

simple or singular narrative about unions and the world

33
33

30
29

of work, the survey showed:

28
25
25

1 belief in the benefits of collective strength.

23

23
1Enduring 20
21

1
1Members value highly the professional services 15 All
provided by unions and non-members also recognise 10 Union members – recognised workplace
Union members – unrecognised workplace
the need for such support. 5
Past members Never members
1
1The challenge to unions to demonstrate that a 0
Look forward to it Don’t want to go Don’t care
collective voice is most effectively organised through Attitudes
the union route.
1
1Workers are more likely to be ignorant or indifferent to
what unions do rather than hostile to union activity. Attitudes to work
The survey also asked a series of questions about The table below summarises a generally positive approach
motivation and attitudes to work; perceptions about to work, with a clear perception that individuals work very
workplace relationships; what matters most to workers; hard. Interestingly there is no clear difference of opinion
and the quality and effectiveness of management and between union members and non-members about whether
unions. These issues are explored in more detail in this their job is interesting and enjoyable or that they are
briefing. required to work very hard, but union members are more
likely than non-members to disagree on other counts.

2  The future for unions

 Neither As shown in the chart, younger respondents are most
agree nor likely to encounter problems with unfair wages and with
Agree disagree Disagree
My job is interesting and enjoyable 64% 22% 14% being disciplined or dismissed unfairly by management,
My job is secure in this workplace 53% 27% 20% whereas bullying was most commonly cited as a problem
My job requires that I work very hard 70% 21% 9%
by respondents aged 45-54.
I never seem to have enough time to get my job done 41% 29% 29%
Managers here are understanding about employees
61% 20% 19%
having to meet family responsibilities PROBLEMS IN THE WORKPLACE
People working here are encouraged to develop 45
55% 24% 21%
their skills
40
I feel loyal to my organisation 60% 23% 17%

41
Percentage of respondents
35

36
Workers in the private sector are less likely than others

39

40
30

37
to consider either that their job is interesting and enjoyable
25
(17% strongly agreed, compared with 27% in the public

35
25

27

25
sector and 38% in the voluntary sector) or that it is secure 20

23

23
19
– though feelings about job security elsewhere are likely to

20

18
18

24

24
15

16

17
15

16
have diminished since the survey was undertaken.

12
10

13

15
Managers (25%) and workers aged 55+(22%) are more 5

6
likely than others to strongly agree that their job is inter-

4
3
0

esting and enjoyable whereas one in five young workers
(18-24) disagree.
More than 70% of respondents earning over £600 a week
agreed that their job is interesting and enjoyable, compared
with 59% of the lowest paid workers (earning up to £200
a week). However, one in five of the lowest paid disagreed
compared with just under one in ten of the highest paid.
Respondents from education, health, social and
community work are in strongest agreement that their work
is interesting and enjoyable and those in wholesale/retail
and transport/communications most strongly disagree.
At the time of the survey respondents from health and
social work expressed the strongest confidence in their job
security and those from the finance sector and manufac-
turing felt least secure.
Respondents from the voluntary sector are most likely
to agree that managers at their workplace are understanding
about employees having to meet family responsibilities.
Those in the private sector are most likely to disagree.
Managers, women and older workers (55+) are in
strongest agreement that employees are encouraged to
develop their skills and are also more likely to express
loyalty to their organisation. Young workers (18-24) are
most likely to disagree on both counts.
Workplace problems
Preferential treatment by management or senior staff
was the most commonly cited workplace problem by all
respondents, irrespective of sector, size of organisation or
union membership.
3
All 18-24 25-34 35-44 45-54 55+
Age
Unfair wages Unfair dismissal or discipline
Preferential treatment Bullying Discrimination
Trust in the workplace
25% of all respondents said that they trusted their employer
a lot to keep promises to employees and 41% trusted their
employer to some extent; whereas 23% said that they
trusted their employer only a little and 12% did not trust
their employer at all. Never and past members are most
likely to trust their employer a lot (29% of each group)
whereas only 11% of union members in recognised work-
places and 20% in non-recognised workplaces showed
this level of trust. Around three quarters of respondents
in education and construction said that they trusted their
employer a lot or somewhat compared with just 54% in
public administration and defence. Levels of trust were
lowest amongst respondents earning £500-600 per week.
Relationships between
management and employees
Overall respondents are positive about their relationships
with management in the workplace – with 61% reporting
excellent or good relationships and just one in ten describing
relationships as poor. Private sector employees are most
likely to report excellent relationships. Respondents from
organisations employing up to 99 staff and non-members are
also more likely than others to report excellent relationships.
The future for unions  3
Workers in larger organisations and union members are
more likely to say that the relationship is only fair or poor.
It is striking that one in five respondents from the finance
sector reported excellent relationships with management
compared with just one in ten in transport/communications
and one in twenty in public administration and defence.
Respondents earning £500-600 per week were most likely to
characterise relationships between management and unions
in their workplace as poor.
Voice at work
The table below shows that workers feel they have most
direct involvement and influence over deciding how to do
their job and organise work and the pace at which they
work.
transport/communications are most likely to think that
they have no influence over hours of work, and those
from wholesale/retail and transport/communications
that they have no influence over use of new equipment
or software.
The chart below compares respondents’ assessments of
the influence they have over issues that are very important
to them. It is notable that the two issues identified as most
important by respondents are those over which they are
also most likely to think that they have a lot of influence.
INFLUENCE AND IMPORTANCE
70
60 61 Lot of influence

Percentage of respondents
A lot Some A little None 50 53 Very important

Deciding how to do your job and

organise work
53% 25% 11% 10% 44
40 41
Setting working hours 22% 21% 16% 41% 37
Deciding how much of a pay rise people 30
in your work group or department 7% 7% 7% 79% 26
should get 25 25
20 22
The pace of work 41% 31% 14% 13% 18
Deciding how to work with new 10
18% 25% 22% 35%
equipment or software 7 7
Deciding what kinds of benefits or 0
7% 8% 10% 76%
bonuses are offered Deciding Setting Deciding on Setting Deciding Deciding
how to do working pay rises the pace of how to work on benefits
1
1Respondents’ perceptions about their level of influence the job hours work with new and bonuses
over how to do their job increase progressively with pay – equipment
Issue
35% of the lowest paid workers think that they have a lot
of autonomy compared with 75% of those earning over Overall 13% of respondents are very satisfied with the
£800 per week. One in five of the lowest paid workers influence they have over organisational decisions that
think that they have no influence at all compared with affect their job or working life. Non-members (16%) are
just 3% earning over £800 per week. more likely to be very satisfied than union members (6%).
1
1When it comes to influence over pay increases, all Satisfaction is strongest among respondents working in
workers are clear that they have little influence. Three small organisations employing up to 23 people (33%),
quarters of workers in the private and voluntary sectors workers in construction (23%), and those earning above
and nine out of ten public servants think that they have £800 per week (26%). Respondents’ organisations
no influence at all. employing 200-500 people (7%), workers aged 18-24 (8%),
1
1Line managers/supervisors, men and workers (55+) are those from public administration and defence (2%) and
all more likely than the average to think they have a lot education (7%) are least likely to be very satisfied with
of influence over setting working hours, pay rises and their overall level of influence.
deciding how to work with new equipment or software.
However, women are slightly more likely than men to
How good are management
think that they have a lot of influence over the pace of at doing their job?
work. Respondents were asked to rate the performance of manage-
1
1Respondents from construction and real estate are most ment at their workplace. As shown in the chart, overall
likely to think that they have a lot of influence over setting respondents rated management highest for their under-
hours of work and how to work with new equipment standing and knowledge of the business (69% excellent
or software. Respondents from manufacturing and or good) and for promoting equal opportunities (65%

4  The future for unions

excellent or good) and least favourably for giving fair pay managers’ knowledge and understanding of the business.
increases and bonuses (37% poor or fail) and making work Respondents from the private sector are less likely to
interesting and enjoyable (25% poor or fail). rate promotion of equal opportunities as excellent but
most likely to think that management have an excellent
RATING OF MANAGEMENT PERFORMANCE knowledge and understanding of the business.
50 Excellent Fair Fail
1
1Respondents working in real estate, and community
Good Poor services are most likely to rate managers as excellent
44

in their concern for employees and at making work

Percentage of respondents

40

41
interesting and enjoyable. Those in transport/

36
communications are most likely to regard managers as
33
33

30

31
31

31
31

25 failing in both regards.

25

24

1 from construction are most likely to

23

23

20 1Respondents
21

20

rate their managers as excellent in giving fair pay and

18
14

14

bonuses. Those in health and social work and transport/

12

10
10
9

communications are most likely to rate them as a failure.

8
7

7
7

1
1Respondents both from the smallest organisations
3

0
2

(2-23 employees) and the largest (1000+) are more

plo for
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ses

of b nding
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op g eq
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likely than those in intermediate-sized organisations to

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Activity think that management are excellent at promoting equal

opportunities. Younger workers (18-34) are also more
The chart below shows that this assessment holds both positive than older workers.
for union members and non-members, though there is a
How good are unions
gap between the views of members and non-members –
particularly in relation to rating management understanding at doing their job?
of the business and its concern for employees. As shown below, unions are rated most highly for protecting
workers against unfair treatment and for knowledge and
EXCELLENT OR GOOD understanding of the employer’s business. The lowest
MANAGEMENT PERFORMANCE ratings are for making work enjoyable and working with
80
management to increase quality or productivity.
70 72 Union members
Percentage of respondents

65 63 Non-members RATING OF UNION PERFORMANCE

60
58 100
50 15 12 15
50 90 20 25
25 29
44
Percentage of respondents

40 42 80 41
36 70 31 36 31
30 33 33
30 35
60
20 25 36
41
50
48
10 40
44
0 30
54 51 54
ble nd

rtu l
ies

ed

of b ding
s

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ses

plo or
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rk

inf staff

44
po ua

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wo

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orm

39
oya g a

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e

10
rp
Un
Int

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14
Union membership status 0
kno Un bonu es/

and usi /
acc ness

ng mbe e
inf rs
on

rkin tun l
s
u e
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Pro enjoy ork
un ting le
atm t
ent
Wo ppor equa

tre ains
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Ma ctivit
Sh o mentabl

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ati
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gw
rea

Op dge o tand

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orm

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inc

tin
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alit to

1
1Respondents from the public sector are least likely to
mo
ay

tec
rp

Pro
ari
Fai

rate their management as excellent and more likely to

Issue
regard them as failing on all activities except promoting
equal opportunities, whilst those from the voluntary Poor/failure Fair Excellent/good

sector are generally most positive except in relation to

The future for unions  5

 Union members are much more likely than non- 1
1Respondents from public administration/defence and
members to rate union performance as good or excellent, education are most likely to rate their union as excellent
though there is relatively little difference in perception about for its knowledge and understanding of the employer’s
union performance in making work enjoyable. business.
1
1Respondents working in education are most likely to give
EXCELLENT OR GOOD
UNION PERFORMANCE a high rating for openness and accountability to members.
70 1
1Past members are most critical of union performance
Union members 66
60
64 in making work enjoyable (52% rated unions as poor or
59 Non-members
Percentage of respondents

57 failing in this regard), though members in unrecognised

50 50 workplaces were most critical of performance in
40 41
protecting workers against unfair treatment (26% said
39 38
37 their union was poor or failing in this regard).
30
28 1
1Young workers (18-24) are only half as likely as the average
24 25
20 22 to think that unions are excellent or good at working with
15 16 management to improve quality or productivity.
10 12

0
Union/management relationships
Respondents across all sectors are more likely to agree that
kno Un bonu es/

and usi /
acc ness

ng mbe e
inf rs
on

rkin tun l
s
u e
kin y
Pro enjoy ork
un ting le
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ent
Wo ppor equa

tre ains
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wle der ses

Ma ctivit
Sh o mentabl

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union and management usually work together than that

rea

Op dge o tand

y/p imp

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orm

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they are at loggerheads, as shown below.

rp

Pro
ari
Fai

Issue
UNIONS AND MANAGEMENT
ARE USUALLY AT LOGGERHEADS
1 out of ten respondents from the public and voluntary
1Six
sectors think their union has an excellent or good
10% 4%
understanding of their employer’s business compared 13%
with just under half in the private sector.
1
1Respondents from the private sector (37%) are also less 35%
likely than others to rate their union as excellent or good 38%
for being open and accountable to members (48% in the
Strongly agree
public sector and 63% in the voluntary sector). Agree
1
1Respondents from the public sector are most positive Neither agree nor disagree
and respondents from the private sector least positive Disagree
about union activity to promote equal opportunities. Strongly disagree

Respondents from organisations employing over

500 people are more positive than those in smaller UNIONS AND MANAGEMENT
organisations. USUALLY WORK TOGETHER
1
1However, never members give a higher rating to union
3%
promotion of equal opportunities (36% good or
5%
excellent) as do past members (44%) than members in 13%
unrecognised workplaces (31%). 41%
1
1Women are more likely than men to give the union a high
rating for openness and accountability to members, but 38%
young workers (18-24) are much less likely to do so – Strongly agree
16% compared with 44% of workers overall. Agree

1
1Respondents earning between £300-400 per week are Neither agree nor disagree
Disagree
most impressed by union knowledge and understanding
Strongly disagree
of their employer’s business.

6  The future for unions

 In both regards there are only small differences in the
views expressed by union members and non-members –
with more non-members unable to express a firm view and
union members more inclined to agree on both counts.
Respondents from transport/communications are in
stronger agreement that management and unions are usually
at loggerheads (11%), as are those in the East Midlands
(10%) and those earning between £200-300 per week
(10%).
Respondents from small organisations of 2-23 employees
(14%) and education (8%) are in strongest agreement that
management and unions usually work together.
Furthermore, respondents expressed a strong preference
for a union approach based on working with management
to improve the workplace and working conditions (77%)
rather than one based on defending workers against unfair
treatment by management (23%). This preference is shared
by union members, though by a smaller proportion (64%).
82% of non-members, 80% of workers aged 18-24, 83%
in construction, 82% in the South East and 88% of the
highest earners. 30% of lower paid workers (£200-300
per week) and 29% in public administration and defence
prefer an approach based on defending workers against
unfair treatment.
Conclusion
These results show that, despite an increasingly difficult
work environment, there remains a strong positive commit-
ment to work. Two thirds of respondents said that their
job is interesting and enjoyable and six out of ten feel loyal
to their organisation. Further, respondents are generally
positive about their relationships with management in the
workplace.
However, there is no room for complacency. There is no
singular narrative about the world of work, and the survey
also reveals sectoral, demographic and economic differ-
ences in experience that are challenging for unions and
management alike. For example, young workers are less
likely than others to report opportunities to develop their
skills and express lower levels of loyalty to the organisations
they work for, but are more likely to encounter problems of
unfair wages or unfair discipline. Low paid workers are least
likely to think that they have much influence over how to
do their job or the pace at which they work, and only 13%
of respondents overall are very satisfied with the influence
they have over organisational decisions that affect their job
or working life.
Clearly there is still a key role for unions in protecting
workers against unfair treatment. Yet there are interesting
similarities in respondents’ rating of management and
unions on other aspects of performance. Both are well
regarded for their knowledge and understanding of the
employer’s business and promotion of equal opportuni-
ties and both fare poorly for their impact on making work
interesting and enjoyable.
It is also worth emphasising that, contrary to the impres-
sion often conveyed in the media, respondents across all
sectors are more likely to agree that management and union
usually work together than are at loggerheads and that there
is a strong preference for this type of approach.
However this is a preference, and cannot be taken for
granted. Seven out of ten respondents already think that
their job requires them to work very hard and, under current
Government policies, work pressures are likely to intensify
at the same time that many workers will face a squeeze on
pay and growing concerns about job insecurity. At this stage
we can only speculate what effect these factors may have
on organisational loyalty or individuals’ perception of the
interest and enjoyment they derive from work – However,
the survey results are clear that this is not an issue on which
unions are currently seen to perform well.
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The future for unions  7
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