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xtend the interest of the TUC in constructing a new agenda of bargaining and industrial relations that allows for a greater trade union role at work. This strategy evolves out of the ongoing concern within key areas of the labour movement to extend their role and remit over a range of employment and work related issues (Martinez Lucio and Weston, 1992; Stuart, 1996). The principles also act as important benchmarks for the development of a strategy of partnership that is meaningful and that does not compromise the trade union movement.

Principle 1: A shared commitment to the success of the organisation;
Principle 2: Recognition of the legitimate roles of employer and trade union;
Principle 3: A commitment by the employer to employment security for all workers and a commitment by the union to engage positively in the process of change;
Principle 4: A focus on the quality of working life;
Principle 5: Openness on both sides and a willingness by the employer to discuss plans and thoughts about the future when they are at the 'glint in the eye' stage; and
Principle 6: A shared understanding that the partnership is delivering measurable improvements for all parties.

(Source: TUC, 1999)

The six principles have proved influential at the workplace level as UK companies attempt to introduce partnership-type approaches and agreements, they also inform the consultancy activities of the TUC through its recently launched Partnership Institute. Furthermore, as they are expected to provide the basic rules of engagement (for the development of 'legitimate' partnerships) amongst trade unionists, it is worth subjecting the principles to empirical scrutiny in order to ascertain their utility. Accordingly, the questionnaire unpacked the principles into 16 questions and sought to assess how strongly MSF representatives agreed or disagreed with them. The findings are presented in Table 1.
The balance between general levels of agreement and disagreement was evenly distributed across the 16 variables. That is, eight variables elicited responses that were in agreement, and eight elicited responses that led to disagreement [iv] . Positive responses were most likely with regard to questions on the 'nature' of industrial relations. 84 percent of respondents agreed with the statement that 'effective industrial relations are based on a shared understanding of the business goals of the organisation', with just 7 percent disagreeing. Similarly, 57 percent agreed that employee commitment is dependent upon non-adversarial industrial relations. Such attitudes are exemplified by the following comment from an MSF representative working in the Aerospace sector:

The trade union has a new lease of life: not wholly down to a change of government. Changes in lifestyle over the last generation have created a need to avoid conflict. Trade unions have learned the lessons of the past.

These perceptions were supported by what could generally be considered to be a pluralistic approach to industrial relations. Approximately six out of every ten MSF representatives reported that management at their workplace recognises that at certain times there might be legitimate differences in the interests of the employer and employee. This is