The theory and practice of strategic HRM and participative management: Antecedents in early industrial relations

A diversity of opinion exists about the definition, intellectual boundaries, and major premises of the fields of human resources management (HRM) and industrial relations (IR). To help provide a common frame of reference for discussion and debate on the symposium topic, I endeavor in this paper to flesh out a consensus position on these matters. The method used is largely historical. Based on a review of the origins and evolution of the two fields from the early 20th century to the present day, I show that human resources (HR) up to the early 1960s was typically considered to be a subfield of IR. In more recent years, however, HR has largely severed its links with IR and now is widely regarded as a separate, sometimes competing and sometimes complementary field of study. In the last part of the paper I use this historical analysis, together with a review of the literatures in the two fields and the findings and conclusions of the other papers in this symposium, to identity both the commonalities and differences that distinguish the two fields in terms of their approach to science building (research) and problem solving (policy/practice).     

Human resources and industrial relations: Commonalities and differences

A diversity of opinion exists about the definition, intellectual boundaries, and major premises of the fields of human resources management (HRM) and industrial relations (IR). To help provide a common frame of reference for discussion and debate on the symposium topic, I endeavor in this paper to flesh out a consensus position on these matters. The method used is largely historical. Based on a review of the origins and evolution of the two fields from the early 20th century to the present day, I show that human resources (HR) up to the early 1960s was typically considered to be a subfield of IR. In more recent years, however, HR has largely severed its links with IR and now is widely regarded as a separate, sometimes competing and sometimes complementary field of study. In the last part of the paper I use this historical analysis, together with a review of the literatures in the two fields and the findings and conclusions of the other papers in this symposium, to identity both the commonalities and differences that distinguish the two fields in terms of their approach to science building (research) and problem solving (policy/practice).     

Economic reforms,industrial relations and human resources in the People's Republic of China: an overview

In this article, the impact of the post-1978 economic reforms on the Chinese labour-management system on the main sectors of employment (state, collective, private and joint ventures) is systematically discussed. The author concludes that as greater enterprise autonomy becomes more common, the labour-management system will evolve into a more ‘marketised’ hybrid form albeit ‘with Chinese characteristics’.     

The industrial relations of work-sharing

There is growing recognition in Britain that high levels of unemployment are likely to survive the current recession and economic policies. This explains the continuing interest in the work-sharing issue within British unions; this article examines some of the industrial relations issues and implications of the practice.     

Comparative industrial relations theory: the role of national culture

This paper explores the use of national culture in comparative industrial relations theory to explain the cross-national pattern of industrial relations institutions. A critical review of the existing body of theory argues that it has not adequately explained cross-national differences in the main industrial relations variables. The review also establishes that, with few exceptions, national culture is currently given negligible weight as an explanatory variable. It is argued that a cultural theory of cross-national difference is required. Following a critical assessment of the work of Hofstede, a cultural model is developed based on his definition and specification of culture. Some hypotheses linking Hofstede's dimensions of culture with our industrial relations variables are derived. As an empirical test of the model, industrial relations variables are regressed on Hofstede's cultural indices. National culture is found to be significantly associated with all the major characteristics of industrial relations systems investigated. The paper concludes that national culture is the primary determinant of cross-national variations in industrial relations institutions and that culture is likely to be a force for ongoing diversity in labour market systems.     

The industrial relations of skills formation

Central to human resource management is the question of employee skills and their effective utilization, through such arrangements as competency-based training, performance appraisal and assessment. In this context, collective issues come to the fore: the formulation of skills-based work and pay systems, the mechanisms and procedures governing workers' allocation to and progression through skills-based job classification systems, the tracing out of career paths and the conduct of skills audits and training programmes. These issues of necessity are largely being resolved at the enterprise level They are complemented by broader questions to do with skills standardization, accreditation and portability of qualifications, which can only be resolved at the trans-enterprise level. Because all these issues have a collective character, they provide an opportunity to extend the traditional agenda of industrial relations, at both enterprise and national and sectoral level. In this paper, the expanded industrial relations agenda is linked with the emergence of new production systems based on high quality, high value-added production where skills formation and effective utilization of skills become a competitive necessity.     

The wildcat strike and industrial relations*

Institutionalised collective bargaining can be seen as a limited vehicle for the promotion of workers' demands. This detailed participantobserver case study in a plant in northern New Jersey describes the process of a wildcat strike and evaluates its efficacy as a means of advancing important aspects of workers' interests outside the conventional, institutional channels.     

The meaning of work,employment relations,and strategic human resources management in Israel

The paper deals with the meaning of work, employment relations, and strategic human resources management. First it shows that Israeli workers have become more individualistic and materialistic, and less collectively oriented, as instrumental achievements outweigh contributions to society. These issues apparently influence employment relations and organizational policies. Next, it deals with the corporatist employment relations system, based on tri-partite collective bargaining among employees, employers, and the state. During various times, the relative balance of power among the three parties swayed considerably, according to major political, economic and social events taking place in society. The final section on strategic human resources management focuses on the transition of Israel's Human Resources profession, from the traditional HR role to the new Strategic Human Resource Management role. These three spheres have gone through some significant changes in the last several decades, perhaps not parallel to most industrial nations.     

The use of working parties in industrial relations

Problems encountered in introducing a new pay scheme led one company to experiment with the use of joint working parties as a means of implementing major changes. Their experiences proved that, if properly handled, working parties can make an invaluable contribution to joint problem-solving over a wide area.     

Microchips and industrial relations

Microelectronics may be precipitating another industrial revolution. Greg Bamber considers relevant public policies in several countries. He identifies the likely issues of conflict and concludes that Britain should set up an Agency for New Technology to spearhead more positive government action, which could help to induce a climate of high trust at the workplace.     

Citizenship and industrial relations

Under the Victorian ideal of laissez-faire, industrial relations are conducted unilaterally by employers unimpeded by employees' rights of citizenship. The four facets of citizenship—civil, political, industrial, and social—impinge in a variety of ways on the employment relationship. Civil citizenship, by barring discrimination on account of race or sex, interferes with maintenance of segregated pools of cheap secondary labor. Political citizenship enfranchises propertyless workers and alters the enactments of legislatures. Industrial citizenship creates the institutional basis for collective bargaining. Social citizenship confers economic benefits and protective regulations not driven directly by market forces. Political ascendancy of laissez-faire advocates undermines rights of citizenship and has a retrograde effect on industrial relations.This article is a revised version of a paper presented at the First Industrial Relations Congress of the Americans in Quebec City to the Study Group on Industrial Relations as a Field and Industrial Relations Theory on August 27, 1988. I thank Jack Barbash for the opportunity to present it there.     

Developing new proficiencies for human resource and industrial relations professionals

Enhancing the effectiveness of human resource and industrial relations professionals requires developing during their education and training the proficiencies they must be able to demonstrate when they enter the labor market. These proficiencies reflect their ability to combine traditional content and acquired skills in creative ways that add value to their employers. Implementing a proficiencies approach requires identifying the needed proficiencies, assessing the effectiveness of master's degree programs in producing these proficiencies, and identifying gaps to be filled. A qualify function deployment process is used to assess the leveraging power of content knowledge and acquired skills in developing these proficiencies.     

Trends and developments in industrial relations and industrial relations law: Trade union discipline and non-strikers

Perhaps the most controversial change introduced in the 1988 Employment Act was the statutory right given to union members not to be disciplined by their unions for continuing to work during lawful industrial action approved by a majority in a secret ballot. Here the authors examine the legal contexts, implications for trade unions and the wider industrial relations and political significance of this important new right.