The nonunion grievance procedure: a viable system of due process?

This article reviews and critiques the literature covering the functions, structure, and viability of the nonunion grievance procedure. The authors give several arguments in support of their position that the benefits outweigh the costs of such a procedure for unorganized staff whether viewed in terms of society, the employee, or the labor market parties. Next the article briefly summarizes the empirical literature reporting on the operation of nonunion grievance procedures in a number of private-sector firms. These results are linked to the two conceptual models of an effective grievance procedure advanced by Yenney and Epstein. The authors, based on their assessment of organizational practice, identify several potential and real problems with the presently operating nonunion grievance systems in most American firms. Finally, the article concludes with a set of research propositions that systematically address both the current criticisms of the viability of such a procedure and whether most grievance procedures covering unorganized employees meet the standards of due process and organizational justice generally found in union grievance systems.     

Executive insights into HR practices and education

Over 1100 human resource (HR) executives responded to a survey concerning their perceptions of the HR issues their companies are facing, the role of HR in their organization, the skills HR employees should possess, and the substantive HR knowledge that graduates of HR programs should be able to demonstrate. Results suggest the most important issue facing HR executives today is managing change. Executives felt it was extremely important for HR professionals to be able to create a recruitment program in today's labor market. The results of this research provide several implications for the design and the delivery of HR educational programs.     

A labor relations research agenda for health care settings

Inadequate attention has been given to labor-management relations in health care organizations. Bacause of the labor-intensive nature of health care and the great dependence on human resources, health services researchers should place greater emphasis on labor-management issues. This article develops a framework and suggests methodologies for examining labor relations in health care organizations. Specifically, six cirtical issues are suggested for attention by researchers: (1) the quality of the union-management relationship; (2) union organizing drives; (3) collective bargaining and contract negotiations; (4) impasse resolution; (5) contract administration and grievance handling; and (6) labor-management cooperation. These areas of research have been dominated by industrial relations researchers who have focused primarily on the manufacturing sector. Given cost containment and competitive pressures, it is timely to bridge the gap between the health services research community and the accumulating body of knowledge in industrial relations.     

Managing transformational change: the role of human resource professionals

In the past decade human resource management issues featured prominently in debates over the competitiveness and human resource professionals were expected to ascend to positions of greater influence in corporate strategy making and implementation. Despite numerous calls for a paradigm shift towards a more ‘strategic’ focus for human resource management research, developments in both practice and research fell far short of expectations. Thus, the process of transforming human resource policy into a strategic asset for employees, individual firms or the American economy is not yet complete. The paper suggests that the ‘strategic’ human resource management models of the 1980s were too limited and reactive in character because they depended so heavily on the values, strategies and support of top executives and line managers. A model capable of achieving sustained and transformational change needs to incorporate more active roles of other stakeholders in the employment relationship, including government, employes and union representatives as well as line managers and top executives. The paper starts by reviewing the evidence on innovations in human resource management in the past decade and then outlines the implications of the change model for human resource management and industrial relations theory, policy and practice. Special emphasis is given to the role of human resource professionals as potential change agents or facilitators of the transformational process.     

Considering grievance mediation

This article uses a public sector case study and a review of the social science literature on disputing processes to question assumptions made by labor relations advocates of grievance mediation. The author argues that labor policy on alternative grievance resolution processes cannot be adequately made without consideration of the specific labor-management relationship within its social context. A model is proposed to assist parties considering grievance mediation by making the social context more explicit.     

高职教育人才培养模式创新研究——劳动争议处理课程培养模式研究

实践中,劳动关系与争议处理是企事业单位和谐劳动关系的重要内容之一。如何改进高等院校人力资源管理专业劳动争议处理课程的培养模式也随之成为当务之急。本文试就高职院校人力资源管理专业劳动争议处理课程的定位、开设需求、现实问题与处理办法等做一探讨和研究。     

Retirement policies for the 21st century

As we rapidly approach the 21st century, current human resource management policies emphasizing early retirement may prove shortsighted. Changing demographics and projected labor shortages in certain critical occupations may require a reversal of present early retirement policies. This article reports the views of a national sample of 897 executives on work and retirement. We report their reactions to pressures for early retirement, their responses to proposed incentives to delay retirmeent, and finally, their planned post retirement activities. Their responses have important implications for revising human resource policies in the years ahead.     

浅议高等院校个人劳务所得管理中存在的问题

我国高等院校作为以教学科研为主的大型事业单位,在适应社会经济发展的过程中劳动关系的构成导致了劳动所得的组成愈加复杂,如何挖掘并处理好劳动所得特别是个人劳动所得中存在的问题是高等院校人力资源管理中的重大课题。     

Repatriation of European female corporate executives: an empirical study

The increased internationalization of business in recent years has made the understanding of international human resource management problems more important for executives in multinational companies. In recent years, researchers have paid considerable attention to the issues of adjustment of managers to international assignments. Interestingly, comparatively little research has been undertaken on the topic of repatriation, i.e. re-entry and readjustment of international managers and their families to their home countries. Despite the growth of women in international management there are very few studies that document the repatriation experiences of female international managers. In particular, very few studies have been conducted outside North America on the topic of repatriation of female corporate executives. This paper reports on the experiences of re-entry to home organizations and home countries by an exclusively senior sample of female international managers in Western Europe. Based on extensive empirical research, the findings establish that the repatriation phase of the international career move may be even more stressful than expatriation. The findings also establish that female international managers experience more difficulties than their male counterparts because of their pioneering roles. Finally, the paper suggests that home-based mentors and access to networks while abroad are important factors in contributing to the successful repatriation of international managers. The research findings make a theoretical contribution, not only to the analysis of gender and international human resource management but, also, to wider debates within the contemporary women in management and career theory literatures.     

Attitudes toward employee participation in decision-making: A comparison of european and american managers in a united states multinational company

This article examines an American multinational company to uncover any crossnational differences in managerial attitudes toward employee participation in decision-making. Human resource practices of the parent company toward its European subsidiaries were also examined, especially those relevant to employee participation issues. Data were collected from the company's manufacturing facilities in Britain, the Netherlands, Spain, and the United States. Managers were interviewed and then surveyed regarding their attitudes toward participation. The interviews revealed resistance to the parent company's efforts to “export” an American vision of employee participation to its European subsidiaries. The survey data revealed attitudinal differences among European managers as well as among their American counterparts. Possible explanations, implications for human resource executives and research directions are discussed. © 1993 by John Wiley & Sons, Inc.     

IR and HR perspectives on workplace conflict: What can each learn from the other?

This paper presents an analysis of industrial relations (IR) and human resource (HR) perspectives on conflict in the employment relationship. While both perspectives recognize the existence of employment relationship conflict, IR's premises about such conflict are that it stems from an employer–employee power imbalance, is enduring, often requires institutional interventions in the forms of unionism and legislation to correct the power imbalance, and can be constructive even when the conflict is dealt with in adversarial, nonproblem-solving fashion. HR's premises about employment relationship conflict, by contrast, are that such conflict stems from poor management, can be partially reduced by organizational and workplace innovations that build an employer–employee unity of interests, can be still further reduced through cooperative, mutual gains-oriented problem-solving techniques, and, as a consequence of improved management, will fade from the employment scene. These premises are then examined in relation to case and empirical evidence on grievance procedures, employment discrimination, and employee involvement/participation programs. The analysis finds some support for, but also important limitations on, each of these key perspectives. Recommendations are offered to enable members of the IR and HR communities to incorporate into their respective domains key lessons from each other's dominant perspective on employment relationship conflict.     

Implications of OCB and Contextual Performance for Human Resource Management

The literatures concerning organizational citizenship behavior and contextual performance are selectively reviewed in an effort to build a case for citizenship behaviors as one central element in a multi-dimensional individual performance construct. Next, five human resource management topics are reviewed (selection, training, compensation, appraisal, and labor/employee relations). Emphasis is placed upon how these functions are impacted by an explicit recognition of citizenship/contextual performance as part of individual-level performance. Linkages to other organizational issues are also made.     

Member commitment in an American union: the role of the grievance procedure

In recent years increased attention has been focused on the factors that influence member commitment to union. However, little attention has been paid to the role grievance procedures play in this commitment. Here the authors examine the relationship between member attitudes toward the grievance procedure and commitment to an American union.     

A quality human resource curriculum: Recommendations from leading senior HR executives

This article describes a high quality human resource management curriculum as perceived by one group of customers–senior human resource executives who hire, train, and work with university and college graduates. A Delphi research methodology was used to survey the opinions of 24 members of the Human Resources Council, an advisory body to the American Management Association. The study confirms that the major topics taught in most HRM curricula at the bachelor and masters levels are perceived by HR executives to be just about right. It also presents their views about the relative value of the topics and shares specifics about their conviction that graduates need a much deeper understanding of how and where the HR function fits into the overall business strategy of an organization. © 1997 John Wiley & Sons, Inc.     

Managing change,leadership style,and intolerance to ambiguity: A survey of organization development practitioners

In today's business environment, human resource development (HRD) and organization development (OD) practitioners need to be experts at helping executives and managers deal with organizational change. This article presents survey research findings, based on responses from 357 HRD/OD practitioners, related to this critical area of expertise. The authors first describe the results of their research, and then conclude with implications of these results for HR and related professionals. Overall, HRD/OD practitioners were found to be quite knowledgeable about managing organizational change, and were more likely to describe their work style as transformational rather than transactional. © 1993 by John Wiley & Sons, Inc.     

浅谈企业人力资源管理与和谐劳动关系构建

文章分析了企业在构建和谐劳动关系中所起到的重要作用,并针对企业中劳动关系协调管理所存在的问题进行了探讨,从而提出为进一步完善企业人力资源管理以构建和谐劳动关系的措施。     

Chance Events and Executive Career Rebranding: Implications For Career Coaches and Nonprofit HRM

We conducted and analyzed interviews with 20 executives from the for‐profit sector who had transitioned into second careers in the nonprofit sector. Our qualitative study provides an in‐depth analysis of the critical events that triggered career agency and stimulated the change process. At each stage of transition, the executives revisited their personal brands, deciding how to best position their skills, knowledge, and values within the context of their new nonprofit organizations. This research contributes to academic and practitioner knowledge of new career paths open to mid‐ and late‐career executives and insights for nonprofit leadership, as many nonprofits can anticipate major shortages of qualified executives. Each stage in the career transition process provides opportunities for human resource professionals to contribute to successful nonprofit leadership change: first, by creating opportunities for “chance events” motivating transition, followed by career coaching opportunities before and throughout the transition. © 2016 Wiley Periodicals, Inc.     

Human resource strategies and contingent workers: The case of safety and health in the petrochemical industry

One of the most important economic developments in recent years is the growth in the number of temporary and contract employees. Little is known, however, about the implications these contingent employees have for human resource practices. This paper presents the results of a study of one group of contingent workers, contract workers in the petrochemical industry. The primary concern of this study is the consequences contract workers have for safety, a hotly debated and politically charged issue in an industry where safety mishaps can have catastrophic consequences. We find that contract employees offer petrochemical firms an important degree of flexibility in meeting rapid fluctuations in their demand for labor. Contract employment relationships also create stresses with potentially severe adverse effects on workplace safety. Overcoming these threats to safety while maintaining flexibility will require a high level of coordination among human resource professionals, line managers, corporate executives, unions, and government agencies.     

How do top executives handle their work and family life? A taxonomy of top executives' work–family balance

Aiming to increase understanding of work–family balance at the executive level and to derive implications for human resource management, this study analyses patterns of the way in which different top executives handle the interface between work and family domains. Drawing on role theory, research on work–family linkages and a qualitative study with 42 top executives, the authors identify eight constructs that constitute top executives' work–family balance. By applying cluster analysis to dyadic data from 220 top executives and their life partners, they detect five top executive work–family balance types, according to the interplay of the top executives' satisfaction and functioning at work and at home, as well as the conflicts between the two life domains. The balance types imply significant variance in highly relevant outcomes, such as job performance and job attitudes.     

Leadership development in selected leading Thai companies

This research examined leadership development (LD) and leadership development programs (LDPs) in three selected Thai businesses. The research purpose was to identify and explore the features, leaders' competencies, activities and programs, key elements, and critical issues of LDP in these organizations. A case‐study approach was employed as the research method. The data were collected through company documents, questionnaires, and interviews of managers who were directly responsible for leadership development in their organization. Three levels of LDPs were commonly found among the studied companies: those organized for supervisors, managers, and executives. Leaders' competencies were derived from the companies' vision, mission, and values, business drivers, and top management judgment. Development activities included formal training, development activities, and self‐initiative undertakings. Common key elements of LDPs were support from top management, adherence to human resource development (HRD) and business strategic plans, and emphasis on coaching and mentoring. The critical issues included top management trust in employees' abilities; competence and independence of local internal staff; evaluation of LDP effectiveness; level of engagement by potential company leaders; and costs of building, executing, and evaluating LDP.