Collectivism and the Management of Industrial Relations In Greenfield Sites

Patrick Gunnigle examines management approaches to industrial relations in newly established (‘greenfield’) companies in the Republic of Ireland. He focuses particularly on recent empirical findings on trade union density and recognition and on the role of employer organisations. the evidence presented points to newly emergent patterns of industrial relations management which diverge from the pluralist model. However, in only a minority of cases could these be classified as ‘soft’ human resource management. Indeed a number of organisations studied adopted industrial relations styles which more closely approximated to ‘hard’ HRM. It would appear that the emerging pattern is one of higher individualism and constrained collectivism. the findings also point to the emergence of a vibrant non-union sector among greenfield companies. It is argued that this trend is likely to be accentuated by the increasing number of companies successfully pursuing the non-union route. Equally, the current national industrial policy focus on high technology industries and internationally traded services is also likely to reinforce growth in the non-union sector. A number of factors which may help to arrest this trend are identified, particularly the corporatist structures characteristic of Irish industrial relations and the traditional acceptance of trade unions as legitimate bargaining partners.     

Accounting for the trend in trade union recognition in Ireland

Considerable controversy surrounds the issue of union recognition in Irish industrial relations. Academic commentators have sought to identify and explain the trend in recognition since the 1980s. Their arguments are examined and tested. No secular rise in non‐recognition is evident, and ‘individualisation’ and ‘union substitution’ are shown to add little to explaining the trend. No evidence is found that the trend reflects Irish employers pursuing union suppression and US‐employers pursuing union substitution. The significant development is a sharp rise in non‐recognition among new US employers. Their anti‐union animus does not, however, appear to be coupled with any distinctive or generalised union avoidance strategy.     

Industrial relations and the construction of the Channel Tunnel

This article looks at industrial relations on the Channel Tunnel construction project. Contrary to many other developments in the industry, industrial relations here followed a pattern of joint regulation, strong trade union organisation, and the restriction of the fragmentation of the labour force into a large number of self-employed individual sub-contractors, known in the UK as ‘the lump’.     

The Evolution of Indian Industrial Relations: A Comparative Perspective

This article examines the evolution of Indian industrial relations in an historical and structural context. In India, the evolution of industrial relations has been ‘incremental’ and ‘adaptive’ and not ‘discontinuous’ and ‘revolutionary’. The relationship between changing industrialisation strategies and industrial relations institutions and practices in India is considerably more subtle than is often supposed in comparative industrial relations narratives, especially when detailed endogenous political economy considerations are taken into account.     

Industrial relations and the customer

This article examines the implications for industrial relations of the current enthusiasm for ‘customer care’. It does this by reviewing how the three main industrial relations actors; managers, government and trade unions, have responded to the customer service imperative and by considering some of the implications of a ‘customer focus’ for industrial relations theory.     

Gender: the missing link in industrial relations research

This article extends the critique of how industrial relations research continues to be gender‐blind and argues that it is in part a result of early definitions which relegated ‘personal’ relations as outside the boundaries of the field and in part a result of a simultaneous strategy of acknowledgement and abdication, acknowledging that gender is important while at the same time arguing that gender does not need to be addressed. In order to demonstrate how gender is central to industrial relations, the article uses Antonio Gramsci’s concepts of ‘hegemony’, ‘ideology’, ‘good sense’ and ‘common sense’ to illustrate how patriarchal common sense is drawn on by both managers and trade unionists in negotiations over hours of work in a manufacturing firm in the North ‐west of England. It is argued that in order to include gender as a central feature of industrial relations research, it is necessary to analyse how the interests of capital, labour and patriarchy are embedded in negotiations on the shopfloor.     

The limits of ‘the new industrial relations’

This article argues that ‘the new industrial relations’ represents a continuation of key themes in the Marxist tradition of enquiry. It identifies and offers a critique of the important contributions made by the ‘new’ approach in the debate on the structure and development of industrial relations in capitalist society.     

The ‘old’ and ‘new’ competition and Malaysian manufacturing firms: a case study

The majority of empirical studies dealing with production processes, work organization and industrial relations practices have been conducted in advanced industrial nations. This article reports on a study of the changing nature of work organization and industrial relations policies in the developing economy of Malaysia. It explores the broad patterns of change in human resource management, technology and work organization among Malaysian manufacturing firms in the context of Best's ‘old’ and ‘new’ competition. The question that arises is: does the evidence reveal that Malaysia is embracing elements of the ‘new competition’, or is it still locked into a regime of mass production, or both? The article argues that the ‘old’ and the ‘new’ competition should not be treated as a simple, straightforward duality model of development. The distinction between the two approaches is sometimes blurred and not so clear-cut. The case study observes that both systems could be operating side by side at the same time within an organization. Since the Malaysian manufacturing sector is expected to shift from simple assembly and process-type operations using labour-intensive techniques to the more advanced and higher value-added industries, greater investment in HRD to upgrade the skills of the work-force and the adoption of appropriate industrial relations policies that emphasize decentralization, greater employee involvement and continuous innovation will become crucial. To be able to compete successfully in the global economy would require a change in focus in the adoption of industrial relations and human resource development policies. For Malaysia to realize its aspiration to become an industrialized and developed nation by the year 2020 would require radical changes in those policies within the context of an integrated approach to economic and industrial planning.     

Thatcherism delayed? The Irish crisis and the paradox of social partnership

This article reviews the state of Irish industrial relations in light of the current economic crisis. It argues that social partnership, paradoxically, was rooted in the continuation of a tradition of permissive voluntarism with minimal employment rights with both direct and indirect implications for the current Irish economic crisis. As such, Irish industrial relations cannot be understood in isolation from a broader analysis of the rise and fall of social structures of capitalist accumulation. The discussion considers the prognosis for social partnership post‐economic crisis.     

Industrial relations in Denmark: problems and perspectives*

Most studies on Scandinavian industrial relations have inevitably focused on Sweden, and little has so far been written on Danish industrial relations[1]. This article highlights the similarities and differences between the Danish system and the ‘Swedish model’, and examines some of the current issues in Danish industrial relations.     

Power and decision making in the workplace: a study in the coal mining industry*

Here the author illustrates the importance of methodology in industrial relations research to an empirical study of workplace power. It is hoped to convince industrial researchers of the need for a more rigorous examination of the methods of investigation from which so many ‘interesting’ and ‘relevant’ findings result.     

Persuasion and industrial relations: a case of argument in a joint consultative committee

As persuasion and argument are central to the processes of industrial relations this article makes a plea for a ‘rhetorical turn’ within industrial relations. Using Toulmin’s model of argument, it highlights the utility of such an approach through analysis of the argumentative nature of discussion within a JCC.     

Are Three Cracks in the Danish Model of Industrial Relations?

The Danish system of industrial relations bears a lot of similarity to the traditional Scandinavian model of industrial relations. In this article the authors argue that whilst the Danish model has weathered the forces of change remarkably well up to now, a number of recent developments have started to produce ‘cracks’ in the model.     

The impact of EU accession on Turkish industrial relations and social dialogue

This article examines whether the European Union membership process is transforming the ‘deep structure’ of Turkish industrial relations. We make an attempt to illustrate this through the prism of Turkish experience in social dialogue regarded as an indispensable tool of the European social model. Turkish industrial relations is characterised by restrictive labour laws, employer hostility to unionisation, a large informal economy and labour market, and strong state intervention, which have historically constituted the main elements of ‘the deep structure’ of Turkish industrial relations. In procedural terms, the institutions for social dialogue have been established but the influence of the social partners is limited because of the dominance of the state and the weakness of labour. The existing attempts at developing social dialogue rest on shaky foundations emanating mostly from the state's and employers' disrespect of basic labour rights.     

Accounting for change in public sector industrial relations: the erosion of national bargaining in further education in England and Wales

The recent transformation of industrial relations in further education in England and Wales is examined, in particular the role of the national ‘Silver Book’ dispute over lecturers’ conditions of service in causing the erosion of national bargaining in the sector. The experience of further education points to the limits of the strategic choice approach as a device for explaining change in public sector industrial relations and to the importance of supplementing it with a perspective that emphasises the role of power.     

US Multinationals: changing the framework of Irish industrial relations?

Traditionally it has been argued that the practices of multinationals conform to the industrial relations practices of the host country. Recent arguments claim that a new orthodoxy prevails which originates in the multi-national's country of origin. The authors find little evidence for a new orthodoxy in Irish industrial relations     

More voice after more exit? Unstable industrial relations in Central Eastern Europe

The article examines the industrial relations developments in the post‐communist countries that entered the EU in 2004. Rather than introducing the ‘European Social Model’, EU accession has led to some social tensions, in spite of relatively strong economic growth, because of deregulation, European Monetary Union conditions and the enduring need to compete for foreign investment. EU institutional promotion of social dialogue through the Directive on Information and Consultation of Workers, sector social dialogue committees and the European Employment Strategy has only had limited effects in increasing the ‘voice’ of employees in employment relations. National‐level social dialogue has produced poor results and has even been weakened in Slovenia (where it was originally strong) and, initially, in Slovakia. The lack of ‘voice’ for employees has led to increased ‘exit’ through political populism/abstention and migration. A double paradox emerges. Pro‐labour policies are being developed not by the EU, but rather by its opposite, Euro‐sceptical governments (in Poland and Slovakia), while in the workplaces, employers are forced to concessions not by their employees, but by those who leave and cause labour shortages. However, there is also some evidence of a resurgent ‘voice’ from below, through strikes, organising campaigns, informal collective protests and collective bargaining innovations. Drawing on both theory and history of industrial relations, it is concluded that some preconditions for more stable social compromises including more ‘voice’ are emerging.     

The take-up of human resource management by mainstream companies: key lessons from research

Drawing upon a major British study involving over 300 interviews in fifteen case organizations from the private and public sectors, this paper draws out the essential elements of recent changes in industrial relations. In particular, it examines the significance of human resource management initiatives for the practice of industrial relations. The main thrust of the paper examines the ways, and the extent to which, mainstream organizations have transposed and absorbed concepts and practices from the highly publicized ‘lead cases’ into their own routines.

The central argument has three component elements: a whole array of managerial initiatives was launched in the period covered by the research; many of the more far-reaching of these were devised and driven from outside personnel or industrial relations management; cumulatively, these initiatives have impacted on the conduct of industrial relations.

A key concept which is identified and explored is that of HRM/IR ‘dualism’. This is the attempted bolting-on of HRM techniques and language alongside prevailing, albeit to some extent diluted, IR proceduralism. Many of the significant changes in labour management practices stemmed from initiatives taken by general managers, manufacturing directors and line managers. Transformative initiatives in the guise of culture change and structural change often carried profound implications for industrial relations even though these initiatives would not traditionally be regarded as part of industrial relations proper.     

Learning from past mistakes? recent reforms in Italian industrial relations

Since the early 1990s, major reform efforts aimed at reducing industrial conflict, rationalising public sector labour relations, restructuring collective bargaining arrangements, and re-establishing tripartite ‘con-certation’ have transformed Italian industrial relations. This article argues that because these new reforms have been accompanied by significant shifts in both Italy's political system and the unions’ own organisation, they stand a better chance of succeeding than previous reform projects.     

Obstacles to transnational trade union cooperation in Europe—results from a European survey

This article analyses obstacles to transnational union cooperation within Europe. It is based on a survey of unions in 14 European countries and all members of the European Trade Union Confederation. The result shows that ‘hard’ industrial relations factors are generally more important obstacles to transnational cooperation than ‘softer’ factors such as cultural, linguistic, ideological and religious differences and that there are sectoral differences in experiences of obstacles to transnational union cooperation: unions in the manufacturing sector tend to emphasise differences in industrial relations and a lack of organisational resources for transnational union cooperation, whereas low organisational priorities are held to be of more importance in the services sector and for unions for professional workers.