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New Style Agreements at Japanese Transplants in the UK

Grant, David - In: Employee Relations 16 (1994) 2, pp. 65-83

expressing dissatisfaction with not only the management of industrial relations at each company, but also the union′s performance …

Persistent link: https://www.econbiz.de/10014731481

European Works Councils and Their Implications

Welch, Roger - In: Employee Relations 16 (1994) 4, pp. 48-61

Examines the development of the current position in Britain, along with initiatives at EC and now EU level, to institutionalize collective structures for employee involvement along common lines. In the context of the latter, the emphasis will be on the European Commission′s proposals for...

Persistent link: https://www.econbiz.de/10014731488

The Rise of Single Table Bargaining in Britain

Gall, Gregor - In: Employee Relations 16 (1994) 4, pp. 62-71

Over 80 companies and organizations have recently changed their collective bargaining arrangements to introduce “single table bargaining” (STB). This sharp rise follows on from only a small umber of companies introducing this change in the 1980s. Under STB all the different unions and grades...

Persistent link: https://www.econbiz.de/10014731489

Labour Market Governance in the New Europe

Teague, Paul - In: Employee Relations 16 (1994) 6, pp. 5-108

outline and clarify in detail the debate about whether or not the European Union should have competence with regard to labour …

Persistent link: https://www.econbiz.de/10014731490

Worker Representation and Consultation

James, Philip - In: Employee Relations 16 (1994) 7, pp. 33-42

Reviews current and proposed European Union requirements relating to workforce consultation and considers their … undertakings, collective redundancies and health and safety at work. A number of potential difficulties associated with trade union … philosophy of worker representation embodied in European directives and the union‐based arrangements widely used in Britain. …

Persistent link: https://www.econbiz.de/10014731497

Institutional separation and the management of industrial relations

Kinnie, Nicholas - In: Employee Relations 18 (1996) 1, pp. 20-35

Uses the concept of institutional separation to examine changes in the management of industrial relations in an organization studied on two occasions ten years apart. Argues that the concept provides insights into the management of industrial relations, but needs to be modified to take account...

Persistent link: https://www.econbiz.de/10014731531

The Commission on Industrial Relations in Britain 1969‐74: a retrospective and prospective evaluation

Kessler, Sid; Palmer, Gill - In: Employee Relations 18 (1996) 4, pp. 6-96

Examines the history of the Commission on Industrial Relations (CIR) 1969‐74 ‐ its origins, organization and policies ‐ and then evaluates its contribution as an agent of reform in the context of the perceived problems of the 1960s and 1970s. Considers whether there are any lessons to be...

Persistent link: https://www.econbiz.de/10014731540

Constructing a new reward strategy

Druker, Janet; White, Geoff - In: Employee Relations 19 (1997) 2, pp. 128-146

Reviews reward management practice in the construction industry, based on a postal survey of larger construction firms. The research results provide little evidence of thorough‐going use of reward management to encourage and reinforce organizational change. Collective agreements survive for...

Persistent link: https://www.econbiz.de/10014731564

The future of trade unionism: injustice, identity and attribution

Kelly, John - In: Employee Relations 19 (1997) 5, pp. 400-414

States that the future of trade unionism depends partly on structural factors such as the level of unemployment and also on workers coming to believe that unionism is essential to protect their interests. Draws from the literature on social movements to analyse the ways in which workers arrive...

Persistent link: https://www.econbiz.de/10014731572

Decentralisation and flexibility in Greek industrial relations

Kufidu, Stella; Mihail, Dimitrios - In: Employee Relations 21 (1999) 5, pp. 485-499

Labour flexibility is a central theme of management’s rhetoric in Greece. At the same time the securing of greater flexibility has been identified by policy makers as a central component of industrial relations reform. In spite of this endowing of flexibility with major significance there is a...

Persistent link: https://www.econbiz.de/10014731644