The myth of mutuality? Employee perceptions of partnership at Borg Warner

Based on data generated from a case study investigation of a well‐known partnership company the implications of partnership for employees are examined. The partnership approach received the endorsement of employees and it does appear to have brought them tangible benefits. Nevertheless, an assessment of employee perceptions of four key ingredients of partnership – employee voice, job security, quality of working life and job satisfaction, and trust – demonstrates the inappropriateness of “mutuality” as a device for conceptualizing the employment relationship under partnership regimes. The reality of market relations and the imbalance of power in the employment relationship imply that genuine mutuality is likely to be unobtainable in practice.