Hugh Clegg was a founding figure of post-war British Industrial Relations, the forerunner of Employment Relations and Human Resource Management, as taught in most Business Schools today. He defined ‘industrial democracy’ as collective bargaining with trade unions, laid the foundations for the pluralist approach to Industrial Relations, was a key figure in the post-war social sciences and a major public policy player. More widely, he was an important figure in the Cold War social democratic academic left, who broke with his earlier Communism to champion free trade unions in a liberal democratic society. He also produced the major Oxford University Press trade union history. This book aims to understand the politics and industrial relations of the post-war period in Britain (in which trade unions were central) through the life of a key public intellectual. It will help readers understand the political and social science roots of contemporary Employment Relations and Human Resource Management through a deep historical study of Clegg’s life and times, in the context of his post-war social democratic generation. It illustrates how the failures of post-war industrial relations led to Thatcherism. Current Employment Relations academics and public policy can learn much from this history, making it of value to researchers, students, and academics in the fields of Human Resource Management and business and management history.

Hugh Clegg was a founding figure of post-war British Industrial Relations, the forerunner of Employment Relations and Human Resource Management, as taught in most Business Schools today. He defined ‘industrial democracy’ as collective bargaining with trade unions, laid the foundations for the pluralist approach to Industrial Relations, was a key figure in the post-war social sciences and a major public policy player. More widely, he was an important figure in the Cold War social democratic academic left, who broke with his earlier Communism to champion free trade unions in a liberal democratic society. He also produced the major Oxford University Press trade union history. This book aims to understand the politics and industrial relations of the post-war period in Britain (in which trade unions were central) through the life of a key public intellectual. It will help readers understand the political and social science roots of contemporary Employment Relations and Human Resource Management through a deep historical study of Clegg’s life and times, in the context of his post-war social democratic generation. It illustrates how the failures of post-war industrial relations led to Thatcherism. Current Employment Relations academics and public policy can learn much from this history, making it of value to researchers, students, and academics in the fields of Human Resource Management and business and management history.

This book poses a major revisionist challenge to 20th century British labour history, aiming to look beyond the Marxist and Fabian exclusion of working class experience, notably religion and self-help, in order to exaggerate ‘labour movement’ class cohesion. Instead of a ‘forward march’ to secular state-socialism, the research presented here is devoted to a rich diversity of social movements and ideas. In this collection of essays, the editors establish the liberal-pluralist tradition, with the following chapters covering three distinct sections. Part One, ‘Other Forms of Association’ covers subjects such as trade unions, the Co-operative Party, women’s community activism and Protestant Nonconformity. Part Two, ‘Other Leaders’, covers employer Edward Cadbury; Trades Union Congress leader Walter Citrine; and the electricians’ leader, Frank Chapple. Part Three, ‘Other Intellectuals’, considers G.D.H. Cole, Michael Young and left libertarianism by Stuart White. Readers interested in the British Labour movement will find this an invaluable resource.

Hugh Clegg was a founding figure of post-war British Industrial Relations, the forerunner of Employment Relations and Human Resource Management, as taught in most Business Schools today. He defined ‘industrial democracy’ as collective bargaining with trade unions, laid the foundations for the pluralist approach to Industrial Relations, was a key figure in the post-war social sciences and a major public policy player. More widely, he was an important figure in the Cold War social democratic academic left, who broke with his earlier Communism to champion free trade unions in a liberal democratic society. He also produced the major Oxford University Press trade union history. This book aims to understand the politics and industrial relations of the post-war period in Britain (in which trade unions were central) through the life of a key public intellectual. It will help readers understand the political and social science roots of contemporary Employment Relations and Human Resource Management through a deep historical study of Clegg’s life and times, in the context of his post-war social democratic generation. It illustrates how the failures of post-war industrial relations led to Thatcherism. Current Employment Relations academics and public policy can learn much from this history, making it of value to researchers, students, and academics in the fields of Human Resource Management and business and management history.

Hugh Clegg was a founding figure of post-war British Industrial Relations, the forerunner of Employment Relations and Human Resource Management, as taught in most Business Schools today. He defined ‘industrial democracy’ as collective bargaining with trade unions, laid the foundations for the pluralist approach to Industrial Relations, was a key figure in the post-war social sciences and a major public policy player. More widely, he was an important figure in the Cold War social democratic academic left, who broke with his earlier Communism to champion free trade unions in a liberal democratic society. He also produced the major Oxford University Press trade union history. This book aims to understand the politics and industrial relations of the post-war period in Britain (in which trade unions were central) through the life of a key public intellectual. It will help readers understand the political and social science roots of contemporary Employment Relations and Human Resource Management through a deep historical study of Clegg’s life and times, in the context of his post-war social democratic generation. It illustrates how the failures of post-war industrial relations led to Thatcherism. Current Employment Relations academics and public policy can learn much from this history, making it of value to researchers, students, and academics in the fields of Human Resource Management and business and management history.

This book poses a major revisionist challenge to 20th century British labour history, aiming to look beyond the Marxist and Fabian exclusion of working class experience, notably religion and self-help, in order to exaggerate ‘labour movement’ class cohesion. Instead of a ‘forward march’ to secular state-socialism, the research presented here is devoted to a rich diversity of social movements and ideas. In this collection of essays, the editors establish the liberal-pluralist tradition, with the following chapters covering three distinct sections. Part One, ‘Other Forms of Association’ covers subjects such as trade unions, the Co-operative Party, women’s community activism and Protestant Nonconformity. Part Two, ‘Other Leaders’, covers employer Edward Cadbury; Trades Union Congress leader Walter Citrine; and the electricians’ leader, Frank Chapple. Part Three, ‘Other Intellectuals’, considers G.D.H. Cole, Michael Young and left libertarianism by Stuart White. Readers interested in the British Labour movement will find this an invaluable resource.