Applying Union Mobilization Theory to Explain Gendered Collective Grievances: Two UK Case Studies

Abstract

This article draws on Kelly's mobilization theory to identify potential stages in developing gendered collective articulation of grievances and discusses the barriers to such articulation within two case sites in the UK telecommunications sector. It focuses on employee concerns surrounding pay and working time issues arising from organizational change in two case studies from the UK telecommunications sector. Findings showed that organizational change had brought work intensification that exacerbated long hours cultures and that concerns were common to both sexes, although organizational variations in career ambitions and sense of entitlement occurred. In contrast, there was evidence that women were less willing to articulate concerns over unfair pay practices, shaped partly by a low sense of entitlement and also perceived weaknesses in potential for collective redress. The activation of grievances was severely limited by the gendered occupational and organizational structure of both workplaces and union organization within them. We conclude that there are opportunities for unions to pursue a two-pronged approach to worker mobilization by mainstreaming concerns about working time that are common to workers of both sexes with families and to activate gendered concerns around pay at workplace level.