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.     

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.     

Company and union commitment: evidence from an adversarial industrial relations climate at a Korean auto plant

This study examines the feasibility and antecedents of worker commitment to company and union at an automobile plant in Korea. It utilized a sample of 331 workers at the plant who were implementing new management techniques, e.g. human resources management, total quality management and lean production. The plant had a long history of adversarial industrial relations, and its workforce was organized by the Korean Confederation of Trade Unions, a union organization known for its militancy. The study found little evidence of workers' dual commitment to the company and the trade union, but instead discovered a competing commitment between company and trade union. Furthermore, company and union commitment were predicated on different factors, with workers' positive perceptions of the industrial relations climate positively affecting commitment to their company and negatively affecting commitment to their union. The findings were more consistent with those at other workplaces with an adversarial industrial relations climate rather than those with a co-operative one.     

Evaluating change in European industrial relations: research evidence on trends at organizational level

This paper uses evidence from organizations with more than 200 employees in several countries across Europe to explore the proposition that industrial relations in Europe is becoming more convergent around a non-union HRM model. The evidence indicates that, although there are some similar moves taking place, national patterns remain distinctive, the IR/HRM distinction may not be sustainable in Europe and there are significant elements of continuity in industrial relations in Europe alongside the changes that are taking place.     

The prospect of decent work,decent industrial relations and decent social relations in China: towards a multi-level and multi-disciplinary approach

Abstract

Decent Work is a key initiative launched by the International Labour Organization in 1999. The initiative is to promote decent and productive employment with decent conditions of freedom, equality, security and human dignity. In reviewing academic literature on decent work, existing studies have been conducted primarily from a legal and political economic perspective. It is also largely situated outside any national industrial relations framework, both theoretically and practically. Decent work is an advocacy initiative of ILO, but the promotion of universal values embodied in the notion (e.g. equality, fairness, justice and dignity) needs to be tailored to specific societal contexts. Drawing on existing academic literature, this review article examines ideological, institutional and cultural distances between decent work and the reality of employment in China. It argues that achieving decent work requires an ideological transition of ‘traditional’ Chinese work ethics and a cultural transition from collectivism and altruism towards individualism and an emphasis on individual rights. This study also examines and highlights regulatory enforcement deficits and the inadequate role of the trade union in facilitating the advancement of decent work at various levels. Finally, the article argues that the study of decent work should be mainstreamed as an integral part of decent industrial relations and ultimately, decent social relations. It calls for a multi-level and multi-disciplinary approach to examining the historical, political, economic, ideological and cultural context of specific countries in fulfilling the ‘Decent Work’ agenda.     

The labour relations heritage and lean manufacturing at Fiat

The objective of the paper is interpreting, from an evolutionary perspective, recent developments of work organization and human resource management policies at Fiat Auto, one of the world's largest automobile manufacturers, which achieved a successful restructuring in the early 1990s. Building on a heritage of adversarial labour relations and ‘mass production’ organizational principles, Fiat developed an original and to some extent hybrid version of ‘lean’ human resource management practices (teamwork, flexible compensation, multi-skilling, etc.).

The paper analyses this process of organizational change from an evolutionary perspective based on the concept of dynamic capabilities. From this standpoint, IR. HRM and work organization practices are the result of a learning process, based on original development, imitation, analogical replication, combination and selection of organizational capabilities; organizational capabilities have a cumulative and path-dependent nature; workplace innovations are also rooted in organizational absorptive capacities, that is, the ability of firms to exploit new (and often extramural) organizational and HRM developments; the existence of complementarities among organizational competencies, assets and choices in term of HRM are likely to push toward the adoption of a set or system of (rather than single and insulated) innovations in work organization, HRM practices and industrial relations policies.

The data provided in the paper show that the process of innovation of workplace practices at Fiat Auto (summarized by the concept of the Fabbrica Integrata) is curiously non-linear. The newly designed HRM policies have, on the one hand, been resisted by the unions (who have not been involved in the design process) and by segments of the work-force; on the other hand, they have been hindered by existing organizational features and personnel practices which, in turn, were key success factors during the 1980s. This inertia is significantly lower at the new greenfield plant of Melfi. On the whole, the restructuring process was successful from the competitive and financial standpoint, and represents the basis on which management and the unions can develop a new co-operative model of industrial relations.     

An industrial relations perspective on the high-performance paradigm

Recent studies have suggested that various human resource management (HRM) practices are associated with enhanced economic performance in organizations. This research has led to what we call the high-performance paradigm, a belief that firms can improve performance by adopting certain high-performance work practices (HPWP). We apply an industrial relations (IR) perspective to the high-performance paradigm to extend the insights of HRM studies. After identifying how the perspective typically adopted in IR research differs from that used by HRM researchers, we briefly review the literature on HPWPs, identify limitations in the existing research approach, and suggest issues and areas for future research. In general, we suggest that research on HPWPs has made a valuable contribution to the literature. We urge HRM researchers, however, to devote more attention to underlying conflicts at work, focus more explicitly on the implications of new forms of work for workers, and pay greater attention to the role that cultural forces, unions, and governments play in shaping the workplace.     

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).     

Complementary or conflictual? Formal participation,informal participation,and organizational performance

Most studies of worker participation examine either formal participatory structures or informal participation. Yet, increasingly, works councils and other formal participatory bodies are operating in parallel with collective bargaining or are filling the void left by its decline. Moreover, these bodies are sprouting in workplaces in which workers have long held a modicum of influence, authority, and production‐ or service‐related information. This study leverages a case from the health care sector to examine the interaction between formal and informal worker participation. Seeking to determine whether or not these two forces—each independently shown to benefit production or service delivery—complement or undermine one another, we find evidence for the latter. In the case of the 27 primary care departments that we study, formal structures appeared to help less‐participatory departments improve their performance. However, these same structures also appeared to impede those departments with previously high levels of informal participation. While we remain cautious with respect to generalizability, the case serves as a warning to those seeking to institute participation in an environment in which some workers have long felt they had the requisite authority, influence, and information necessary to perform their jobs effectively.     

饭店新员工流失的原因及应对方法

目前,我国饭店业的员工流失率一直保持较高的水平,而新员工的流失更为严重。文章全面深入地分析了造成新员工流失的多方面原因及新员工流失对组织的影响,并在此基础上从职业生涯发展的角度提出了稳定新员工队伍的对策。     

Management rights: A topological survey of the terrain

Dramatic changes in both the business environment and practitioner attitudes have made many of the traditional views of management rights moribund. Based on an analysis of the pertinent literature and a series of field interviews, this article sketches the rough dimensions of a managerial perspective of the parties' respective rights that is far more specific, pragmatic, and reciprocal in nature than the erstwhile global normative views were. In the future, management rights researchers should strive for the following goals: (1) conducting both inductive and deductive studies, (2) considering both positive and normative elements, (3) achieving a better balance between global, middle range, and particularitstic theories, and (4) recognizing the diverse disciplinary approaches that can be brought to bear on the subject.     

Competence development on the shop floor and industrial upgrading: case studies of auto makers in China

Industrial upgrading in China is rapidly increasing the competence requirements for employees on the shop floor. The institutional environment in China, however, does not seem very supportive: the quality of vocational education is often low and Chinese labor law provides strong incentives for companies to use temporary labor. This paper examines the competence development practices for blue-collar workers in automobile companies in China. Against expectations, automobile companies in China do not pursue ‘low road’ strategies but have designed intensive internal training programs and long-term career paths for blue-collar workers. Different theoretical explanations for the competence development approaches are discussed: human capital theory, high-commitment work systems theory, production systems theories, industrial relations and institutionalist theories. The paper is based on qualitative case studies of German, Japanese and domestic automobile manufacturers in China.     

Exit-voice and employee absenteeism: A critique of the industrial relations literature

Industrial relations research that has examined the effects of collective voice on employee absenteeism through traditional exit-voice analyses suffers from a number of important theoretical and empirical limitations. The research is limited theoretically in that the framework used cannot discretely classify absenteeism as a form of either exit or voice. This inability reflects a larger problem with the exit-voice framework’s lack of adequate attention to the conditions under which collective voice mechanisms fail and the consequences of such failure for the behavior of industrial relations actors. Exit-voice studies of absenteeism have important methodological problems, particularly in the way absenteeism and voice criteria have been operationalized. These defects in the literature can be addressed through the integration of behavioral theory and research on such topics as absenteeism, exit, voice, loyalty and neglect, and the literature on organizational justice.     

<Emphasis Type="Italic">Employment with a Human Face</Emphasis>: The Author Responds

In this article, the author of Employment with a Human Face: Balancing Efficiency, Equity, and Voice responds to the four commentary essays that appeared in the June 2005 issue of this journal.     

Managing human resources across cultures: a comparative analysis of practices in industrial enterprises in China and The Netherlands

Abstract Although researchers and practitioners have come up with many good ideas for improving the employment relationship, there is no evidence for universally applicable practices. Prior theoretical work and research in the area of (international) human resource management indicate that cultural and contextual constraints are responsible for the problematic nature of transference of practices. This study illustrates and explains the contextual as well as cultural boundaries through a direct comparison of practices as used in a matched sample of industrial companies in China (n=97) and The Netherlands (n=47). It is argued that differences in organizational structure, cultural values and labour regulations account for the variation between countries. The results show considerable differences between China and The Netherlands in the HRM practices of industrial enterprises. Also, the organizational culture of the companies studied varies between the two countries and the differences found are clearly in line with differences on the national cultural level.     

Organizational AIDS policies: Aiming at a moving target

This article examines the effect that theArline decision is likely to have on organizational policies regarding terminations when such actions involve AIDS-afflicted employees working in organizations that are subject to the provisions of the Vocational Rehabilitation Act of 1973. Certain criteria that must be considered when an organization is contemplating terminations involving this class of employees are defined. In addition, a systematic analysis technique which may provide insights in arriving at such employment decisions is specified. Finally, the authors identify several elements which have yet to be adequately addressed by existing legislation or court decisions that serve to impede the establishment of effective policies in this area.