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The collapse of the Government's pay policy and another non-event mini budget from Healey should t grasped by management and used to advantage. Thi social contract's expiry can be made the turning poir in industrial relations.
For two years, unions have been unable to negotiate; there have been no "meaningful dialogues" on pay. The initiative has been taken away; the "us and them" situation has been dormar Now, it should be destroyed for it is a cancer in our industrial body.
Over the years, this cancer was fed not only by le. wing elements in trade unions, but also by apathetic sometimes bad, employers. Why should managemer wait for pay claims followed by protracted pay negotiations, inevitable ill-feeling, consequent distrw and finally, a settlement? It buys time? At what price Good sense dictates that management makes the first approach to employees with an offer it can sensibly afford. The offer, which must take account c productivity, pay and conditions, should always reward merit and ability.
If the offer is seen to be fair, it will be accepted without reservation. That is what the best industrial relations are based on — mutual trust.