Similar Search Results

High‐involvement work practices and employee bargaining power

Guy, Frederick - In: Employee Relations 25 (2003) 5, pp. 455-471

part, be explained by this dual nature of empowerment. It examines the case of a customer service programme in the Northern … adoption (and non‐adoption) of similar programmes among Safeway's competitors. It concludes that the dual nature of empowerment …

Persistent link: https://www.econbiz.de/10014730994

Japanization on the shopfloor

Oliver, Nick; Delbridge, Rick; Lowe, James - In: Employee Relations 20 (1998) 3, pp. 248-260

This paper reports the findings of a study into 12 UK and nine Japanese automotive component plants. Compared to the UK plants, the Japanese plants showed a 60 per cent superiority on productivity and a 9:1 superiority in quality. Detailed examination of work structures on the shopfloor revealed...

Persistent link: https://www.econbiz.de/10014731591

Reflections on public sector‐based integrative collective bargaining

Caverley, Natasha; Cunningham, Bart; Mitchell, Lari - In: Employee Relations 28 (2006) 1, pp. 62-75

Purpose – The purpose of this article is to understand better how specific conditions such as the degree of trust developed from previous negotiations, the level of expertise/style demonstrated by the negotiators, the clarity of the bargaining issues and the ability of facilitators to use...

Persistent link: https://www.econbiz.de/10014731085

Negotiations at multinational company level?

Gennard, John - In: Employee Relations 30 (2008) 2, pp. 100-103

Purpose – The purpose of this editorial is to examine the internal procedure for negotiations at multinational company level devised by the European Metalworkers Federation. Design/methodology/approach – The editorial outlines the EU Commission's social agenda between 2000 and 2010,...

Persistent link: https://www.econbiz.de/10014731169

Redundancy Rights – Rights for Whom?

Simpson, D.H. - In: Employee Relations 13 (1991) 1, pp. 4-11

The 1965 Redundancy Payments Act was amended by the 1975 Employment Protection Act to give substantial rights to trade unions to challenge managerial decisions on redundancies. These included advance warning of impending redundancies, the right to make representations to the employer, and to...

Persistent link: https://www.econbiz.de/10014731417

Developing Trust in Negotiation

Fells, R.E. - In: Employee Relations 15 (1993) 1, pp. 33-45

Trust appears to be central in the development of effective workplace and negotiating relationships. However, much of …

Persistent link: https://www.econbiz.de/10014731448

Line managers: facilitators of knowledge sharing in teams

MacNeil, Christina M. - In: Employee Relations 25 (2003) 3, pp. 294-307

organisational structures, flatter management layers, adoption of team‐working processes and employee empowerment, which offers line … managers a key role in contributing to strategic HRM outcomes by encouraging knowledge sharing in teams. Reviews and discusses … managers facilitating creation and transfer of tacit knowledge in teams; summarise barriers concerning the transfer of tacit …

Persistent link: https://www.econbiz.de/10014730987

Evidence on the role of age in team performance. A comparative study in Peru and Spain

Morales, Carlos; Marquina, Percy - In: Employee Relations 31 (2009) 3, pp. 264-275

American and European contexts, on how age affects the perception which teams have of their own performance. This paper …

Persistent link: https://www.econbiz.de/10014731215

When is a team a team? “Teamworking” and the reorganisation of work in commercial cleaning

Ryan, Shaun - In: Employee Relations 34 (2012) 3, pp. 255-270

, the findings support previous research into the paradox of teams without teamwork. Originality/value – The research … critique of the concept of teams and teamworking. …

Persistent link: https://www.econbiz.de/10014731327

Employee orientation ‐ the Japanese approach

Mestre, Michel; Stainer, Alan; Stainer, Lorice - In: Employee Relations 19 (1997) 5, pp. 443-456

States that people management is one of the most crucial variables of corporate success. Provides an analysis of the orientation process, comparing Japan with the West. Investigates Japanese recruitment philosophy in relation to its effective and planned orientation management. Examines and...

Persistent link: https://www.econbiz.de/10014731575