Employee representation in decisions affecting work organisation in the UK has traditionally been handled through collective bargaining although the reluctance of employers to negotiate such issues, combined with the reactive and economistic nature of decentralised unions has limited the scope and significance of such bargaining. In the 1980s the decline of collective bargaining, with no growth in effective alternative means of employee representation, reduced this already limited involvement. At the same time employer strategies were directed at recovering unilateral control over work organisation in their drive for flexibility. A case study of a major bank reveals employer indifference or hostility to significant union involvement in work reorganisation and serious union problems in translating general national policies on job protection and technological change into effective bargaining strategies. A conclusion suggests that a stronger voice for employees can only come via guaranteed rights with companies, which may require legislative action.