Problems with partnership at work: lessons from an Irish case study

This article uses a case study of a celebrated enterprise partnership in Ireland that broke down to get an insight into why such arrangements are hard to sustain. The argument of the article is that meaningful enterprise partnerships require trade unions and management to accept agency costs, which in practice involves management modifying their right to manage and unions accepting that issues normally addressed by the collective bargaining process may have to be delegated to the partnership arrangement. The evidence of the case study is that neither management nor unions were prepared to incur such costs. The case study suggests that the following trinity – meaningful partnership, full-blown collective bargaining and management's right to manage is exceptionally difficult to operate at the same time.     

Individualism and collectivism: into the 1990s

New, employer-led initiatives in the management of human resources are said to have pitched the emphasis towards the ‘individualistic’ rather than the ‘collectivistic’ aspects of the employment relationship. The marginaliza-tion of trade unions and collective bargaining which this has entailed are but two (albeit fundamental) facets of a wide-ranging set of issues and repercussions. Individualization of employment policies throws up dilemmas and unresolved challenges for managers, trade unions and employees.

In embarking upon a major new empirical research project it has become necessary to revisit and review the utility of the currently available literature. In particular, how well would the traditional approaches to modelling individualism and collectivism cope with the new directions taken by recent managerial initiatives? The results of this analysis contribute the heart of this article. It is suggested that previous approaches ignore key dimensions of change which managers are currently pursuing. A new set of categories is proposed for understanding the mix of individual and collective elements in current developments. It is argued that these more accurately reflect current issues and tensions in management strategy.     

Union impact on the effective adoption of High Performance Work Practices

This paper examines the literature and research on unions relevant to the effective adoption of High Performance Work Practices. It demonstrates that unions that have a cooperative relationship with management can play an important role in overcoming barriers to the effective adoption of practices that have been linked to organizational competitiveness through the development and application of human capital. In particular, unions have the unique advantage of delivering independent voice that cannot be substituted by management. Not only can unions make a contribution to organization competitiveness but they can also ensure that employees benefit from High Performance Work Practice adoption and in doing so secure their own relevance. The contribution that unions can make is inhibited by management and union's reluctance to engage in an integrative relationship and an institutional context that does not value unions. Organizations that want to capture the value that unions can add must move away from a pluralist model of autocratic management, hostile unions and adversarial industrial relations, beyond a unitarist model that sees no role for unions, to a cooperative partnership with unions that shares the gains of implementing High Performance Work Practices.     

A comparison of the effectiveness of unions and non-union works councils in Korea: can non-union employee representation substitute for trade unionism?

Using survey data from 857 employees of three unionized and three non-union establishments in Korea, this study compares the effectiveness of unions and non-union employee representation (NER). Union members appear to expect more from and to be more satisfied with unions than is the case for non-union employees regarding the activities of non-union works councils. This tendency is stronger in regard to distributive and employee advocacy issues than to mutual interest issues. Union members express stronger commitment to their unions than do non-union employees to their works councils. However, union members and works council members are not significantly different in terms of organizational commitment, job satisfaction and perceived industrial relations climate. Overall, the findings indicate that the structural weaknesses of NER are more evident than its positive attitudinal effects.     

Environmental Credit Risk Management in Banks and Financial Service Institutions

How do Canadian banks integrate environmental risks into corporate lending and where are they located compared with their global peers? In this paper we report a mixed method analysis of the integration of environmental risks into the credit management. The qualitative and quantitative analyses suggest that all analyzed Canadian commercial banks, credit unions and Export Development Canada manage environmental risks in credit management to avoid financial risks. Some of the institutions even connect environmental and sustainability issues with their general business strategies. Compared with other countries, Canadian banks are best in class, as all six Canadian commercial banks, comprising over 90 percent of Canadian assets, systematically examine environmental risks for credits, loans and mortgages. We conclude that Canadian banks are proactive regarding environmental examinations of loans and that there is a need for a more accountancy related reporting on environmental risk management in financial institutions. Further research is needed to be able to calculate costs and benefits of integrating environmental and sustainability issues into the credit risk management. Copyright © 2011 John Wiley & Sons, Ltd and ERP Environment.     

The dynamics of positive action in UK trade unions: the case of women and black members

This paper considers positive action strategies amongst UK trade unions, aimed at increasing membership and levels of participation and representation among women and black workers. It provides an overview of women’s, black members’ and race structures within large Trades Union Congress unions and a detailed case study of one large UK trade union. We find that there are salient differences in the way that unions approach issues of gender equality, compared with the approach adopted towards race equality. The paper explores possible explanations, justifications and implications of these differences.     

“Glorified Messengers for Management” or “Legitimate Unionism”? An Analysis of Local Independent Unions in the Post-Company Union Era

Local independent unions (LIUs), which have represented a sizable minority of union members, largely emerged from company unions once they had been declared illegal upon the upholding of the National Labor Relations Act. This paper constructs and analyzes three distinct patterns of the organizational transformation of company unions into LIUs to determine if these LIUs became autonomous and independent of management or remained controlled by the employer. It was discovered that, in a majority of the cases, these LIUs were legitimate unions that operated independently of employer domination.     

So what’s the news? Management strategies towards non–union employee representation at News International

In an environment of what would appear to be a widening ‘representation gap’ developing in many organisations, there has been considerable discussion on the effectiveness of non–union employee representation (NER) structures as communication devices and mechanisms for employee involvement, or as a substitute for unions in the collective bargaining process. The underlying debate centres on whether NER forms make trade unions unnecessary, or whether NER forms have a role different from, but complementary to, that of unions at the workplace. The findings of this study suggest that a ‘substitute’ or union avoidance strategy as used at News International Newspapers could have limitations. The implications of not recognising these limitations could result in greater indirect union influence in workplace issues and greater employee dissatisfaction at the workplace.     

The diffusion of HR practices in unions

Unions, like other service industry and/or nonprofit employers, are uniquely dependent upon the performance of their human resources to ensure organizational success. Consequently, unions have much to gain from adopting a more strategic focus in the management of their vital human talent. While some unions are moving toward greater sophistication in their internal HR practices (Clark and Gray, 2005), as a whole unions have been slow to embrace a strategic outlook on human resources and adopt HR practices that could improve union effectiveness and rejuvenate the union movement. In this paper, I identify and discuss internal organizational characteristics and external environmental factors that may influence the adoption of more sophisticated HR practices by labor unions. It is hoped that the framework that is suggested here can be used to launch research directed at understanding and improving the diffusion of good HR practices among unions that could subsequently improve both the efficiency and effectiveness of unions as institutions.     

浅论高校学生会建设

本文结合高校学生会实际情况,从加强高校学生会机构建设、完善高校学生会管理制度、构建高校学生会组织文化三个方面对如何加强高校学生会建设展开论述。     

Union substitution effects of human resource management practices in South Korean workplaces, 2005–2013

Abstract

This article explores the association between various workplace-level HRM practices and a decline in union strength using a unique longitudinal survey data-set gathered in South Korea from 2005 to 2013. It addresses the underlying theoretical mechanisms by which HRM programs substitute for the roles labor unions have traditionally played. Suggesting more nuanced theoretical implications about HRM practices and union decline, statistical analyses reveal that workplaces that have implemented HRM practices have unions with a weaker organizational base than those without such practices, but that certain HRM programs correlate with unions with a strong collective voice in management decision-making. This article identifies the new roles for unions in South Korea in the era of HRM.     

德国矿山安全健康管理与标准体系及其特征

概述了德国矿山安全健康管理体系，阐述了政府部门和矿业公会各自职责、相互关系及其监管特点；从标准层次和标准制定与管理两个方面，介绍了德国矿山安全健康标准体系，揭示了德国矿山安全健康标准体系的特征；为我国矿山安全健康管理与标准体系建设提供参考。     

Cooperative unionism and employee welfare

Using British national survey data, this article assesses the impact of unions on management practices to reduce labour costs, implement high‐performance work systems, and make employee welfare provisions. Relative to non‐union workplaces, those with unions are found to have practices which are consistent with ‘mutual gains’ outcomes.     

Unit determination: National Labor Relations Board rule making in the health care industry

This article reviews the events leading up to the National Labor Relations Board's (NLRB) historic decision to engage in substantive rule making over appropriate bargaining units in the health care industry. It describes the rule-making process and outcomes, and the reaction of hospital unions and management to the rules. Finally, the potential for the use of rule making for other issues facing the NLRB is analyzed. This analysis uses a cost/benefit framework from the agency's perspective to predict the likelihood of future rule making. The article concludes that rule making is sufficiently costly to make extensive use in other situations unlikely.The order of the author's names was determined randomly and should not be interpreted as implying an unequal contribution.     

Post‐socialist trade unions: China and Russia

This paper identifies the constraints and opportunities facing trade unions in post‐socialist societies through a comparison of the Russian and Chinese cases. The paper charts the changing role of trade unions in the integration of state‐socialist economies into global capitalism and argues that this presents the trade unions with a dilemma: whether to reconstitute their traditional role through collaboration with management and the state apparatus, or whether to develop their ability to defend the rights and interests of workers. While the former offers the line of least resistance, there are progressive elements pushing for change in both trade union movements.     

Changing the Rules of the Game

Abstract

This article examines the impact of privatization on the relative bargaining strength of management and trade unions. Findings are based on a study of Ireland's largest telecoms provider, Eircom, which has been privatized since 1999. The privatization of Eircom adopted a stakeholder approach, under which employee share-ownership and management–union partnership played an important role in firm restructuring. Findings show that despite this approach privatization has resulted in a significant decrease in the perceived bargaining strength of unions and an increase in the perceived bargaining strength of management.     

Trust in management: the role of employee voice arrangements and perceived managerial opposition to unions

This study examines the relationship between employee voice arrangements and employees' trust in management using data from the 2007 Australian Worker Representation and Participation Survey of 1,022 employees. Drawing on social exchange theory and employee relations literature, we test hypotheses concerning the relationships between direct and union voice arrangements, perceived managerial opposition to unions and employees' trust in management. Consistent with our predictions, after controlling for a range of personal, job and workplace characteristics, regression analyses indicated that direct voice arrangements were positively related to employees' trust in management. Union voice arrangements and perceived managerial opposition to unions were negatively related to trust in management. The article concludes by highlighting the study's implications for management practice and avenues for further research.     

Management buy-outs,trade unions and employee ownership

Management buy-outs developed rapidly throughout the 1980s in the UK and continental Europe. The shift to managerial and employee ownership involved, has major implications for trade unions and industrial relations. This article examines these issues using survey and case study evidence from the UK.     

Occupational pension schemes: the trade union demension

Here the scope for unions to further the interests of the members of occupational pension schemes is discussed. These complex issues have been further complicated by recent pensions scandals, associated employee distress, and proposals for reform of a relatively modest nature.     

Sisters organising in Japan and Korea: the development of women‐only unions

In this article, I explore the development of women‐only unions in Japan and Korea. Women‐only unions, which organise women workers across enterprises and employment status boundaries in both countries, have appeared only recently and are new areas of research. While the strategy to form autonomous women‐only unions in Japan and Korea is a recent phenomenon, women workers in both countries are continuing a tradition of women's activism that has challenged both management and the male domination of the union movement. By taking a broad scope and by organising the growing non‐full‐time workforce and women employed in small workplaces, the formation of women‐only unions in Japan and Korea is a positive development for both non‐unionised women workers and for the broader workers' movement in general.