Developing Positive Employment Relations: International Experiences of Labour Management Partnership

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Offering a critical assessment of the main conceptual debates concerning labour management partnership and cooperation at the workplace, this book evaluates the search for positive employment relations in five countries. The provision of collective employee representation, normally through trade unions, is central to most definitions of labour management partnership, and the aim is to develop collaborative relationships between unions, employers and employee representatives for the benefit all parties. While traditionally associated with employment relations in the coordinated market economies of the continental European nations, partnership approaches have attracted increasing attention in recent decades in the liberal market economies of the UK, Ireland, USA, Australia and New Zealand. Developing Positive Employment Relations assesses the conceptual debates, reviews the employment relations context in each of these countries, and provides workplace case studies of the dynamics of partnership at the enterprise level.
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About the author

Stewart Johnstone is Senior Lecturer in Human Resource Management at Newcastle University Business School, Newcastle University, UK. A major strand of Stewart’s research has been the dynamics of employee voice and participation in both union and non-union firms. In particular, his research has examined organizational attempts to develop collaborative workplace relations in pursuit of mutual gains, and assessed the outcomes of such workplace partnerships for employers, employees, and unions.

Adrian Wilkinson is Professor and Director of the Centre for Work, Organisation and Wellbeing at Griffith University, Australia. Adrian has authored/co-authored /edited twenty books and over one hundred and forty articles in academic journals. Adrian is also (co)Editor-in-Chief of the Human Resource Management Journal (HRMJ), a Fellow of the British Academy of Management, an Academican of the Academy of Social Sciences in the UK and a Fellow of the Australian Academy of Social Sciences.

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Additional Information

Publisher
Springer
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Published on
May 25, 2016
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Pages
334
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ISBN
9781137427724
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Language
English
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Genres
Business & Economics / Business Ethics
Business & Economics / General
Business & Economics / Human Resources & Personnel Management
Business & Economics / International / Economics
Business & Economics / Management
Business & Economics / Organizational Behavior
Business & Economics / Strategic Planning
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Content Protection
This content is DRM protected.
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STRAIGHT FROM HOLLYWOOD comes a dynamic business model for building a thriving career without compromising your faith. DeVon Franklin, vice president of production for Columbia Pictures, shares how being bold about his Christian faith while being driven and ambitious has actually helped him to excel in a high-profile, fast-paced, competitive industry.

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Management, the pursuit of objectives through the organization and co-ordination of people, has been and is a core feature-and function-of modern society. Some 'classic' forms of corporate and bureaucratic management may be seen as the prevalent form of organization and organizing in the 20th century, but in the post-Fordist, global, knowledge-driven contemporary world we are seeing different patterns, principles, and styles of management as old models are questioned. The functions, ideologies, practices, and theories of management have changed over time, as recorded by many scholars, and may vary according to different models of organization, and between different cultures and societies. Whilst the administrative, corporate, or factory manager may be a figure on the wane, management as an ethos, organizing principle, culture, and field of academic teaching and research has increased dramatically in the last half century, and spread throughout the world. The purpose of this Handbook is to analyse and explore the evolution of management; the core functions and how they may have changed; its position in the culture/zeitgeist of modern society; the institutions and ideologies that support it; and likely challenges and changes in the future. This book looks at what management is, and how this may change over time. It provides an overview of management - its history, development, context, changing function in organization and society, key elements and functions, and contemporary and future challenges.
Management, the pursuit of objectives through the organization and co-ordination of people, has been and is a core feature-and function-of modern society. Some 'classic' forms of corporate and bureaucratic management may be seen as the prevalent form of organization and organizing in the 20th century, but in the post-Fordist, global, knowledge-driven contemporary world we are seeing different patterns, principles, and styles of management as old models are questioned. The functions, ideologies, practices, and theories of management have changed over time, as recorded by many scholars, and may vary according to different models of organization, and between different cultures and societies. Whilst the administrative, corporate, or factory manager may be a figure on the wane, management as an ethos, organizing principle, culture, and field of academic teaching and research has increased dramatically in the last half century, and spread throughout the world. The purpose of this Handbook is to analyse and explore the evolution of management; the core functions and how they may have changed; its position in the culture/zeitgeist of modern society; the institutions and ideologies that support it; and likely challenges and changes in the future. This book looks at what management is, and how this may change over time. It provides an overview of management - its history, development, context, changing function in organization and society, key elements and functions, and contemporary and future challenges.
How much 'say' should employees have in the running of business organizations, and what form should the 'voice' take? This is both the oldest and latest question in employment relations. Answers to these questions reflect our fundamental assumptions about the nature of the employment relationship, and inform our views on almost every aspect of Human Resource Management (HRM) and Employment Relations. Voice can also mean different things to different people. For some, employee voice is a synonym for trade union representation which aims to defend and promote the collective interests of workers. For others voice, is means of enhancing employee commitment and organisational performance. Others advocate workers control as an alternative to conventional capitalist organisations which are run for shareholders. There is thus both a moral and political argument for a measure of democracy at work, as well as a business case argument, which views voice as a potential link in the quest for increased organisational performance. The key debate for employment relations is which of the approaches 'works best' in delivering outcomes which balance competitiveness and productivity, on the one hand, and fair treatment of workers and social justice on the other. Policy makers need pragmatic answers to enduring questions: what works best in different contexts, what are the conditions of success, and what are the drawbacks? Some of the most significant developments in employee voice have taken place within the European Union, with various public policy and employer experiments attracting extensive academic research. The book offers a critical assessment of the main contemporary concepts and models of voice in the UK and Europe, and provides an in-depth theoretical and empirical exploration of employee voice in one accessible and cohesive collection.
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