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.     

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.     

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.     

Employer organisations transformed

Employer organisations and the literature examining them have transformed since their inception in the 19th century. We systematically review this literature and the evolving role of employer organisations by focusing on the most cited publications of this body of academic work. This article provides a synopsis of our current understanding of employer organisations, identifies gaps in our knowledge, and develops the following argument. Employer organisations adapted to changing socio‐economic contexts by evolving within and across three roles—as industrial relations actor, political actor, and service provider. Historically, employer organisations were predominantly understood as an industrial relations actor with collective bargaining as their defining activity. However, employer organisations also influenced the political process through lobbying and participating in corporatist arrangements, although more recently their provision of member services has grown in scope and importance.     

Multinationals and human resource practices in Ireland: a rejection of the 'new conformance thesis'

In a previous edition of this journal, Turner et al. (1997a) claim that the industrial relations and human resource management practices of multinational companies operating in Ireland bear a close resemblance to those of indigenous firms. The advancement of this (new) conformance thesis stands in stark contrast to much recent work on Irish industrial relations. In this paper we criticize Turner et al.'s argument for its failure to appreciate and acknowledge the weight of evidence both internationally and in Ireland which points to the predominance of 'country-of-origin effects' over 'hostcountry effects', especially in countries characterized by weak industrial relations systems. We are also critical of the empirical basis of the 'new conformance thesis'. In analysing data from a recently conducted national workplace survey our doubts as to the empirical validity and generalizability of Turner et al.'s results are confirmed. In brief, the 'new conformance thesis' is refuted and the employment relations practices of foreign- and particularly US-owned establishments are shown to be very different from those of Irish workplaces.     

Between Regime Fragmentation and Realignment: Irish Industrial Relations in the 1990s

The future of European industrial relations systems has been discussed in the literature in terms of either ‘inter-regime competition’, or progressive ‘intra-regime fragmentation’. Within the context of this debate the article examines developments in Irish industrial relations during the 1990s. The impact of fragmentation on attempts to realign Irish industrial relations practices and institutions in support of a ‘high road’ national competitive and industrial strategy is examined.     

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.     

The reform of Joint Labour Committees—the re‐commodification of labour?

The reform of Joint Labour Committees in Ireland is analysed as a victory for neoliberalism within the shell of pluralist traditions in industrial relations: a floor of rights is transformed into an ‘iron ceiling’; worker voice is drastically reduced; reform is consistent with the re‐commodification of labour within the EU.     

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.     

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.     

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.     

Outsourcing,delocalization and firm organization: Transaction costs versus industrial relations in a local production system of Emilia Romagna

This article investigates the firms’ decisions to outsource, taking into account the impact of their embeddedness in a specific regional context on the relative entrepreneurial decision. It focuses on the role of industrial relations, as a factor that could interfere with the entrepreneurs’ decision of resorting to market relationships in discovering and exploiting new business opportunities. We study a local production system in Emilia Romagna (Northern Italy), i.e. the province of Reggio Emilia (RE), whose firms are characterized by a district kind of environment and where entrepreneurship develops in the presence of ‘thick’ industrial relations. The empirical part of the study shows that the role of transaction costs in explaining the outsourcing is blurred, while industrial relations have a stronger explanatory power. Furthermore, it seems that RE firms generally use outsourcing and international delocalization in complementary ways; however, the correlation depends on the activity and the nature of the delocalization channel. Outsourcing strategies appear to be affected by the pattern of socio-economic development in the region where the firms are located. In particular, the entrepreneurial decision to externalize a part of the production process seems to be related to the specific participatory, formal and informal mechanisms involved in regional development.     

Revitalizing social dialogue in the workplace: the impact of a cooperative industrial relations climate and sustainable HR practices on reducing employee harm

Abstract

The purpose of the present study is to unravel the relationship between current forms and realities of social dialogue in the workplace, the industrial relations climate, HRM, and employee harm. We tested a model specifying associations between (1) indicators of revitalized social dialogue, (2) perceived cooperation within the industrial relations climate, (3) perceived sustainability in HR practices, and (4) management perceptions regarding employee harm. The test was based on a survey conducted among 356 (HR-)managers and CEOs in Belgium. The results support the idea that a cooperative industrial relations climate and sustainable HR practices can reduce employee harm. More specifically, efficiency in social dialogue fully mediated the relationship between cooperative industrial climate and employee harm. In turn, industrial relations climate partially mediated the relationship between sustainable HR practices and employee harm. Finally, sustainable HR practices correlated positively with a cooperative industrial relations climate, suggesting that HR and employee relations reinforce rather than weaken each other.     

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.     

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.     

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.     

Conflict,militancy and crisis in Italian industrial relations: a response to Terry

Terry's explanation of the role of the law in the flexibility of Italian industrial relations is disputed. Instead the political and social nature of the labour movement is used to explain what amounts to a ‘crisis’ for Italian unions     

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.     

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.