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Dans le sillage des formes de plus en plus dominantes du libéralisme économique, la gestion des ressources humaines (GRH) a, vers la fin du XXe siècle, émergé pour remplacer la [...]

Many employers are interested in increasing employee involvement in workplace decisionmaking in order to improve productivity, efficiency, and employee morale. However, in both union and non-union settings, company-sponsored employee participation [...]

Faced with a seemingly endless flood of litigation, employers often wonder what may be done to stem the tide. In the hope that a little "reverse psychology" might help, the [...]

Use of political skill in a corporate environment significantly boosts managerial effectiveness and enhances interpersonal communications. Additional information on the methods used by managers to learn and develop efficient political and social skills is also included.

Corporations need to consider changes in employer-employee relationship to diminish labor turnover and boost employees' commitment to their jobs. Additional information on implementation of efficient strategies by corporations to better manage their employees is also included.

No one wants a return to the bad old days of poor industrial relations - least of all the unions. They need to collaborate to survive. 'Pay day for the […]

Through a labor-management partnership, Fort Lauderdale had addressed a wide variety of service and workplace issues. Presenting a perceptive list of typical barriers to a labor-management partnership, the author exposes us to our own myths and internal obstacles as well as other difficulties to changing a labor-management relationship. Without minimizing the difficulties, this article makes it clear that the change can be made, but the fundamentals must be put in place. There are no cutting corners, and the partnership must be nurtured. The author makes us face up to the fact that the union and management have inherently different values and ways of conducting business and notes that these differences have to be understood and actually honored. Because labor-management cooperation will be a revolutionary change in most organizations, leadership on both sides will feel threatened by this shift. As a result, the author cautions us, it is necessary to pay conscious attention, among other things, to managing relationships, actively building trust and deciding where to initiate a labor-management effort. In a departure from the traditional view of a strict two-party relationship, the author points out the importance of alliances with others in the community who have a direct stake in the outcome of the partnership - or who have a stake in not having it go forward - and the importance of institutionalizing the partnership so that it is not just a function of a few individuals who have built trust. This article focuses serious HR professionals, managers and union leaders on what investment it will take to be successful in pursuing a cooperative labor-management relationship that produces real change in the service and cost results of a public agency. The presentation is simple and to the point. Parties seeking greater detail will find the Fort Lauderdale lessons echoed and elaborated in Chapter 4 of Working Together, the well-known Report of the Secretary of Labor's Task Force., Labor-management cooperation is a revolution in the way we do business. Thanks to the City of Fort Lauderdale's vision and support, I have been fortunate to work with one of [...]

A study of greenfield corporate establishments in the Republic of Ireland showed that companies exhibiting a high degree of strategic integration were prone to sport a higher level of individualist employee relations orientation. While the empirical data states that corporations tend to moderate their employee relations techniques, there is a strong evidence that progressive companies are reliant on employee relations and are using it as a strategic tool for competitiveness.

Works councils in Europe are supported by legislations and national agreement that provide employees the right to consultation when management makes decisions which directly affect them. Because of these functions, European work councils (ECW) are considered a symbol of workplace democracy. However, ECWs have the tendency to be passive, instead of calling for restructuring and management-driven changes. They can also worsen the poor representation of key groups in the workforce such as the disabled and ethnic minorities.

There are two types of employee participatory outcome in the US workplace, namely, employer-organised participation and negotiated participation. The former is initiated by employers to increase productivity, flexibility, and product quality while the latter is driven by independent unions and work councils to reorganize production to compete in the world market. However, negotiated participation is found to provide a lasting and empowered employee participation as it represents the individual employee interest.

Evaluating and classifying workers' employment status properly can save time, money, and resources spent in fines or litigation. Growing domestic and international competition has forced U.S. firms to find ways [...]

To date most theorizing in industrial relations has been done by Western scholars (Webbs 1897; Commons 1916; Dunlop 1958; Somers 1969; Fox 1974; Hyman 1975; 1994; Kochan, Katz and McKersie, [...]

There's nothing like a CEO transition to make everybody nervous. When a new leader comes in, especially one from the outside, fear and excitement tend to pervade the organization, and [...]

Stiff competition in the labor market for the best qualified workers is transforming human resource management (HRM) in Spain. From the traditional administrative focus of the past, Spanish business enterprises display an increasing tendency to adopt a strategic perspective for the HRM function. The evolution of this change is traced through five different periods in the country's development. The effects of the single European market on the HRM discipline in Spain are also tackled.

An overview of the human resource management (HRM) function in Ireland is provided and several major HRM policy choices confronting Irish business firms are presented. A critical issue in the Irish context is the transition to more individualistic approaches in HRM policy and implementation from the traditional pluralistic models. Several unique factors which impact on organizational approaches to HRM in Ireland are identified.

Small and large business enterprises in Italy are redefining their personnel policies to effectively link the human resource management (HRM) function within the wider organizational context of their companies. Cultural, professional and organizational changes have made imperative the transition from a purely personnel management approach toward HRM. The strategic role of HRM in this context and several different HRM models are also discussed.

The integration of research findings from organizational behavior into mainstream industrial relations has recently been cited as an important objective of industrial relations research in Canada (Craig 1988). This need [...]

Human resource management (HRM) issues can be analyzed through a multiparadigmatic perspective that utilizes G. Burrell and G. Morgan's four sociological paradigms: the radical structuralist, the radical humanist, the interpretive and the functionalist. An examination of HRM practices reveals that the functionalist point of view is the dominant paradigm underlying most HRM activities. This functionalist paradigm emphasizes the need for efficiency and cost-effectiveness in HRM in the pursuit of corporate goals. Despite the dominance of the functionalist point of view, an understanding of the assumptions that define the three other paradigms remains essential to the development of a multidimensional view of HRM issues.

Staff and Line Relationships Revisited: The Case of Community Service Agencies Introduction - The Dilemma of Staff-Line Relationship The subject of the relationships between staff and line units was awarded […]

Supervisors should develop good relationships with their employees to enhance morale and improve performance. A letter was written by several employees to complain about the indifference of their supervisor when dealing with grievances and work problems. The supervisor focuses on company productivity and disregard several aspects of employee-employer relationships. The supervisor is also a narrow-minded egotists who bullies and abuses his employees., There are different kinds of supervisors, some good, some so-so, while others are mean-spirited. Those despicable, imperious ones make working days intolerable, weekends are a welcome respite. Think back over [...]

If you are one of the small number of sad, obsessive people, like me, who enjoys spending time leafing through institutional investors' voting disclosures, then the last few months have [...]

Set your employees free -- with paid sabbaticals. Nadine Heintz Last March, Eric Granberg spent three weeks driving his kids to and from school, installing a new sprinkler system in [...]

Byline: Alan L. Rope You don't have to be a federal court judge to figure out that a supervisor's or manager's missteps in handling employee terminations can be costly. Most […]

Byline: Andy Meisler A valued executive is posted overseas. He moves to his new assignment with his family. He settles into his office and reports back to headquarters that he's [...]

An employer has the right to dismiss an employee whose private conduct damages its reputation, but should first carry out an investigation and consider the alternatives BYLINE: Gabriella Wright Solicitor, [...]

IN MANY WORKPLACES, EMPOWERMENT IS REGARDED AS A FAD THAT HAD ITS '15 MINUTES' AND HAS NOW JOINED THE LIKES OF RE-ENGINEERING, TOTAL QUALITY MANAGEMENT and even customer focus. These [...]

Some 40-plus hours a week, company picnics, holiday parties, 'business' lunches ... the list goes on and on. These days, working people may actually spend more time with their co-workers [...]

Director of Global Learning and Development, Steelcase Corp. Jim Knight is a former Military Police captain and a decorated, kick-butt sales manager who isn't one to waste time on niceties. [...]

STAFF SMARTS: WHAT DO YOU DO WITH AN EMPLOYEE WHO IS INCOMPETENT BUT CAN'T SEE IT? AT FIRST, ELIZABETH MCRAE SMITH, 37, couldn't put two and two together. But soon [...]

Yadong Luo [*] Abstract This study examines various determinants of local responsiveness as perceived by MNE subsidiary managers in a dynamic environment. It proposes and validates three levels of factors [...]

Public engagement--the activity that holds out the promise that reforms will succeed if the public's concerns are heard and addressed--is much on the minds of school leaders nationwide. Findings from [...]

A Taxing Recruiting Problem When a surefire recruiting method dries up in a tight labor market, imaginative CEOs can still find good workers. Witness Chuck McCabe. For years, the owner [...]

Competition in today's tight labor market has forced even small companies to realize that pension and retirement benefits make a difference to employees. These benefits can be a tool to [...]

One of your fellow directors has resigned. It's a disaster: she's a lynchpin of the business and the press will have a field day when they find out. Customers will [...]

For many employers, there's no bogeyman worse to have hiding behind the closet door than an impending recession. An underperforming stock market, the crash of more than 130 dot-com businesses, [...]

Weekend get-togethers, mandatory participation--boy, your workplace Fun is starting to seem like ... work. When employees at Minneapolis based e-commerce services firm Imaginet want to unwind, they have a little [...]

Much as we've been hearing about the death of unions, it seems they've been pretty active of late, at least in some industries. While the labor movement has seen declining [...]