HRM %26 Industrial Relations(内部资料)

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1、 Chris Jarvis1HRM&Industrial RelationsHRM&Industrial Relations Chris Jarvis2HRM&Industrial RelationsIndustrial Relations defining the scopemale,FT,unionised,manual,“heavy”industries&public sector,restrictive practices,strikes&collective bargaining?Employee relations-more diverse jobs:non-manual,fema

2、le,PT,non-union,services,high tech,“new”business etcFocus=regulation of employment relationship(control,adaptation,adjustment)-legal,political,econ,social,historical contexts.“Collective aspects”?“operating within&outside the workplace concerned with determining®ulating employment relationships.”

3、Chris Jarvis3HRM&Industrial RelationsComparativeHRMUnitaryMarxistPluralisticLabourmarketSocialactionSystemsControl overlabour processInputConversionOutputConflictdifferencesInstitutions&processesRegulation(rules)Approaches to IRWider approachesEvolutionRevolutionCooperationConflictAuthoritarianPater

4、nalism Chris Jarvis4HRM&Industrial RelationsCapitalist societyintegrated groupcommon values,interests,objectivesone authority/loyaltyirrational+fractionalcoercionintrusiveanachronisticonly accepted if forcedUnitaryPluralisticMarxistAssumeNature of conflictConflict resolutionTU RolePost-capitalist so

5、cietySectional groups-coalescedifferent values,interests,objectivescompetitive authority/loyalty(formal/informal)inevitable,rational,structuralcompromise+agreementlegitimateinternal,integral to workplaceaccepted role in econ&managerial relationsCapitalistDivision of labour/capitalsocial imbalance+in

6、equalities-power,wealth etcinherent in econ.&social systemsdisorder-precursor to changechange societyemployee response to capitalismmobilise,express class consciousnessdevelop political awareness&activity Chris Jarvis5HRM&Industrial RelationsInput-output modelconvert potential for conflict into regu

7、lationreconcile conflicts of interest through legitimate,functional processes&institutionsat the heart.collective bargainingregulatory outputRules:unilateral,joint or imposed by governmentsubstantial&procedural arrangementswithin-the-organisation or external rules(law,national agreements)varying deg

8、rees of formality Chris Jarvis6HRM&Industrial RelationsSystems approach (Dunlop 1958)IR-a social sub-system within the econ.&political systemsComponentsactorscontexts(influences&constraints on decisions&action e.g.market,technologigy,demography,industrial structure)ideology-beliefs affecting actor v

9、iews -shared or in conflictrules-regulatory elements i.e.the terms&nature of the employment relationship developed by IR processesStable&orderly Unstable&disorderly?Chris Jarvis7HRM&Industrial RelationsSocial action(Bain&Clegg)actor perceptions&definition of“reality”determine behaviour,actions,relat

10、ionshipswork orientation is as much a result of extra-organisational experience as experience within the workplacestructural factors may limit individual choice&actionbounded rationality-interrelated decisions may fix or significantly shift values,focus,roles or relationships.instrumental&value-base

11、d considerations Chris Jarvis8HRM&Industrial RelationsControl over labour processtransformation in inputs by labour using tools&methods.Products,under capitalism,become exchangable,marketable commodities.Relevance to banking,retailing,local govt etc?labour-capital relationship-essentially exploitati

12、ve(ownership,surplus value,logic of efficiency&savings,structures of control.Braverman-to achieve capitals objectives-specialisation,standardisation,simplification,substitute technology for labour(Taylor),de-skilling?Critique?Core+peripheral employees.Segmented labour marketsJob enrichment,empowerme

13、nt&responsible autonomyPersonal control&bureaucratic control Chris Jarvis9HRM&Industrial RelationsLabour Market-how work is distributed within societyIssuesincrease in womens activity rateslevel+nature of unemployment,long vs.short-term jobsmanufacturing service+globalisation vs.localmarket regulati

14、on strategies+dual labour marketsEconomic labour market modelPay=price mechanism(SS/DD.elasticity&equilibrium)One market(same for all)or differentiated by skill,job,location etc.assumes Pricing+Work-disutility.Wages compensate for less leisureMarginal productivity gain from using one extra unit of l

15、abour“institutionalised”labour market-wage floor,going rate,range(quartiles),collective bargaining vs.individual negotiation.Chris Jarvis10HRM&Industrial RelationsLabour Market-social acceptance&hierarchiesPossible IssuesUnskilled,semi-skilled&skilled.Blue-collar,white-collar.Professionalisation.Oth

16、er desire the same.UK recognition of“engineers”UK“class”system&differential access to education(private schools)&labour divisions.Government interestPassive&active policiesRetirement age,unemployment benefit,training,job supportWho pays-via taxation or direct Er/Ee contributions?Interventionist&corp

17、oratist approaches(state regulation)Deregulation-free,flexible labour market,pay decided by“ability to pay”.Chris Jarvis11HRM&Industrial RelationsEconomic environmentUK de-industrialisation+manufacturing declineincreasing liberalisation,internationalisation&globalisation of tradegovernment managemen

18、t of economy e.g.Keynesian vs monetarism.increasing inequality in wage distributionindustrial restructuring&introduction of new technologiesexpansion of service sectorParticipation rates in employment between 1966&1981 77.3 to 75.3%Overall97.7 to 87.8%Men 55.4 to 61.5%Women Chris Jarvis12HRM&Industr

19、ial RelationsEmployment trends 1981-91 Male FT PT Total Female FT PT Total All Manufacturing 1981 4242 69 4311 1342 395 747 6058 1991 3157 55 3212 1080 282 1362 4574 -26%-20%-26%-20%-29%-22%-25%Services 1981 5460 601 6061 3752 3288 7040 13101 1991 5691 879 6570 4491 4249 8739 15309 +4%+46%+8%+20%+29

20、%+24%+17%Figures rounded to nearest 000Source:Employment Gazette Chris Jarvis13HRM&Industrial RelationsSocial environmentindustrialised,capitalist societyprinciples of freedom of thought,expression&associationProtestant work ethicWelfare state vs.independence&expansion of individual opportunitiescla

21、ss&social mobility-manual to middle&professionalhome&share ownershipunemployment,“haves&have nots”.NHS vs.private medicine Chris Jarvis14HRM&Industrial RelationsPolitical environmentinternal organisational decision-making.Power-authority structuresexternal governmental politics individual liberalist

22、,laissez faire vs.corporatist,interventionist government responsibility for high employment privatisation(public vs private)TU role/protections&employer role/protections law&order European Union-national vs supra-national&conflicting political ideologies Chris Jarvis15HRM&Industrial RelationsDevelop

23、ment of Industrial Relations-1“in restraint of trade”-Tolpuddle Martyrs late 19th c.TUs&collective bargaining confined to skilled trades&piecework.Industrial strength,mutual assurance,control over entry.Common interest in“local rules”.Employer interest in controlling wage competitionWW1 industry lev

24、el bargaining uniformity in wage claims.1916 Whitley Committee 70+JICs set up 1918-2120s&30s recession,unemployment decline in TU membership,wage cuts and.!.more industrial action.Some JICs disbanded(industries facing foreign competition).Many survive(public utilities,Logov&govt.)Chris Jarvis16HRM&I

25、ndustrial Relations1950s&60s improvement in economic conditions-inc.TU membership&IR activity.Pressure on industrial bargaining.Productivity problems.PIP.Shift to shop floor bargaining(stewards vs national officials).Donovan Commission(1968)recommendsreform of voluntary coll.bargaining.Pluralism&com

26、pany agreements 1970s “IR tensions&confrontations”(3 day week,miners,Winter of Discontent,wage push inflation).Employment legislation to enhance worker rights&extend coll.bargaining.Voluntary incomes policy.From early 80s recessionGovt non-intervention re-industrial restructuring but strengthening o

27、f individual over collective rights.TU member decline.Competitiveness,globalisation&and TQM.Managerial(HRM)resurgence.Development of IR-post 1945 Chris Jarvis17HRM&Industrial RelationsDonovan Commission 1968(majority&minority report)IR improvement by reform&extension of voluntary collective bargaini

28、ng management initiative&TU agreementdevelop formal company level agreements.substantiveterms&conditions,rights&obligations etcproceduralconduct of relationships,dealing with disputes/conflict;about power&authority in organisationsmanagement to embrace pluralism&joint participation Chris Jarvis18HRM

29、&Industrial RelationsGovernment&Legal interventionManaging the economy.Balance of Payments&IMF.Problem of growth,industrial change&inflation.Govt-TU-Employer triangle.Contrary to Donovan voluntarism Increased legal intervention1969 “In Place of Strife”recommended law to deter destructive industrial

30、action(“unofficial strikes”)bring orderliness into IR.1971 Industrial Relations Act(failed)-more legal control over TU action&unofficial strikes.Unfair dismissal.1974“Social contract”&support for collective bargaining,stewards rights,disclosure of information,consultation,time off.1978-79 Industrial

31、 democracy&Winter of Discontent1979 steady,greater legal control&restrictions over TU activities Chris Jarvis19HRM&Industrial RelationsConservative legislation to limit TU activitiesEmployment Acts 1980,1982,1988&1990Trade Union Acts 1984&Wages Act 1986Employment Acts,Trade Union Reform Employment A

32、ct 1993Employment Rights Act 1996no statutory recognition procedure nor closed shopno immunity from secondary industrial actionindependently scrutinised ballots for industrial actionunion officers responsible for unlawful actions&must repudiateright NOT to be disciplined by union for not taking part

33、 in actionsecret ballots for election of NEC officersabolished Wages Councils(“price people back into jobs”)early 80s confrontations:miners,Wapping P&)/NUSextended rights to obtain redress individuallynew realism-single union agreements Chris Jarvis20HRM&Industrial RelationsNew Realism?management pr

34、oactivity-neo-HRM,TQM&IIP.Integration with business competitiveness,excellence,customer care.bargaining structures shift from management-union(collective)to management-individual relationships(communication,empowerment,ownership)multi-to single-employer.Sole-union recognition for flexible workingpay

35、&working conditions emphasisflexibility&individual.more temporary&part-time workingcore/periphery staff with task-function&time flexibility.performance-related pay(individual&team)share ownership&profit bonusesTUs on the defensive.1979-1993 lose 4.5m members.Cooperative employer partnerships.Member

36、services from credit to training.Chris Jarvis21HRM&Industrial RelationsConcepts&Values in IRfairness&equality(but fairness is relative¬ constant)utilitarian or democraticimpersonal technical notionreciprocity of the exchange,consistent with other exchanges,equality of treatment&consideration.powe

37、r to control,influence&modify versus legitimate authorityFrench&Raven-5 sources of powerreward,coercion,legitimised,referment,expertiseMorgan(more diffuse,implicit,pervasive)control of resources&systems;control of knowledge,information&decision-making;use of organisational structures,rules®ulatio

38、ns;control of alliances,networks&counter-organisation Magneau&Pruitt-reciprocal perception of power.Chris Jarvis22HRM&Industrial Relationsindividual negotiation vs combining against Er-Ee imbalanceOversimplification to say Mgt-employee relationship=“individual”&Mgt-TU=“collectivism”.Issue=degree to

39、which the individual is or should be Feels in control,responsible,allied with or subordinated to,regulated by&protected Issues of I&C in industrial relationsMgt “claim right”to deal with staff without intermediate TU constraint(represent/regulate on joint basis)Individual PRP vs.one package for alli

40、ndividual“sees”his/her well-being deriving from own efforts vs.fraternalism(improvement through solidarity)High trust-Low trust(Alan Fox-Beyond Contract)Individualism&collectivism Chris Jarvis23HRM&Industrial RelationsTrade Union FunctionsPower-protect/support through strength in association-a count

41、ervailing force,pressure group.Note:bargaining leverage&member willingness to act together.Economic regulation-maximise member returns within wage-work framework.Note:political nature of TU wage policy-comparability&differentials.Inflation&unemployment(cost-push&demand pull).Win bigger slice of nati

42、onal income.Job regulation-establish a joint-rule making system to protect members from arbitary management action.Enable participation in decisions affecting their employment.Expand job opportuities?Social change-express social cohesion,aspirations,political ideology&develop a society which reflect

43、s this?Institutionalise“class”&“conflict”?Dilemma of participating in government.Member services-provide benefits/services to membersSelf-fulfilment-assist individuals to develop outside their job domain&participate in wider decision-making processes Chris Jarvis24HRM&Industrial RelationsUnion chara

44、cterexpression of sectional/class consciousness-“socialist”societysocial responsibility-exercise role in non-detrimental waysbusiness unionism-maximise benefits from employer relationshipswelfare unionism-wider social,econ.&political involvement for allpolitical unionism-through political alliances

45、Chris Jarvis25HRM&Industrial RelationsWhy do people join or NOT join trade unions?Blue/white collarManual,clerical,technician,technologist,supervisor,managerHeavy light,old high-tech.industryIndividualism vs.fraternal/collectiveinstrumental reasons for joining.Support in uncertaintypreference for co

46、operation with Mgt rather than conflict Chris Jarvis26HRM&Industrial RelationsWhat is Recognition?Mgt.formally accepts a TU(or TUs)to represent all/some employees&enters into joint determination of terms&conditions on a collective basis.confers legitimacy&defines scope of unions rolemovement from un

47、ilateral management action to pluralism.TU has right to“exist&organise in workplace,support members&have shop stewards,challenge managerial action&bargain”.rights to information disclosure&consultation(redundancy,transfer of undertaking,H&S&pensions).Chris Jarvis27HRM&Industrial RelationsTU Recognit

48、ion ProcessClaim for recognitionManagementpolicyRecognition agreementRecognition ballotWhat%?Bargaining unit(common interest,internal homogeneity)characteristics of work group(skills,pay,jobs,dispersion)TU membership%collective bargaining arrangementsmanagement structure&authorityBargaining agentind

49、ependentappropriate for all employeeseffective/sufficient resourcesrepresentativeDegree of recognitionrepresentative&procedural onlynegotiating(some/all,joint or sole)union membership agreementTU&employeesexpectationsmanagement rights to manageappropriatescope&instutions of collective bargainingrole

50、 of representatives Chris Jarvis28HRM&Industrial RelationsRecognitionImplications for Managerschallenge&appeal against decisions.Slower processesrepresentatives as mediator of communications&may blockwork to agreements,procedures with“rights”to be consultedpersuasion&negotiation to secure“consensus”

51、time off&protections for appropriate/legitimate TU activities.Grunwick 1977 determined not to grant recognition&dismissed all employees who took actionRecognition&non-recognition often exist side by sidedecline in membership&now 1998 Fairness at Work-Govt proposals to enable employees to have a TU r

52、ecognised by their employer where a majority of relevant workforce wishes it&to introduce statutory procedures for both recognition&derecognition Chris Jarvis29HRM&Industrial RelationsCollective Bargainingan institutionised system of determining terms&conditions of employment®ulating the employme

53、nt relationship between representatives of Mgt&employees intended to result in an agreement which may be applied across a group of employees.decline in coverage 1980-90collective agreements union membership.public sector privatemanufacturing servicemanual white collarmen women53%firms in 199066%of F

54、T workers(direct or indirect)Larger firms&public-sector organisations Chris Jarvis30HRM&Industrial RelationsModels of Collective bargainingChamberlain&Kuhnconjunctive bargainingmutual coercion-agreed truce-indispensible to each other-Lose-losecooperative bargainingboth accept neither will gain advan

55、tages unless the other gains too.Win-Win-willingness to concede-to increase size of cakeWalton&McKersiedistributive bargainingbasic conflict over slice of the cake.Fixed-sum game-if you win,I lose.integrative bargaining(common perception&acceptance of issue)Mgt accept employee influence.TU accepts b

56、usiness responsibility.Cooperate to increase cake.Adversarial-cooperative tension remainsintra-organisational bargaining.Chris Jarvis31HRM&Industrial RelationsContent&Scope of Collective BargainingSubstantive rules(economic matters)pay(basic,overtime,PBR,guaranteed payments.bonuses?),hours(37,40,shi

57、fts,shorter week,flexi-time?),holidays,fringe benefits(pension,sick pay,company cars?,BUPA?).Annual negotiations.Procedural rulesstatus quo(no change until disputes procedure exhausted).Shop stewards,grievance,negotitating,disputes,redundancy,consultation,discipline?Work methods/arrangements.The nat

58、ure of work&how it is=carried out.Flexibility,multi-skilling,productivity,assignments,teams,use of contractors,operating procedures?Bargaining levels National/Industry wide(multi-employer&TU Federations?)Company-widePlant/shop level Chris Jarvis32HRM&Industrial RelationsWhat enables bargaining power

59、?Chris Jarvis33HRM&Industrial RelationsInvolvement&participation in decision makingindustrial democracy(worker control)-little currency in contemporary market-driven economiesparticipation in decisions traditionally the prerogative of managementequal power or management style/good-will?HRM&reaction

60、against confrontation managementinvolvement to mobilise cooperation,talent&creativityTask participation:empowerment,cell technology,team working,briefing groups&quality circles,delegation,job enrichment&MbO joint problem-solving.McGregor Theory Y.Employee reports.360 degree appraisalfinancial partic

61、pation profit-related bonuses,share ownership schemes approved deferred share trustsSAYE to buy company sharesemployee share ownership plans Chris Jarvis34HRM&Industrial RelationsEmployee participationWorker directorsBullock reportWorks CouncilsEuropean pressure for Mgt to consult employee represent

62、ativescollective redundancies,transfer of undertakings,health&safety.European Works Council Directive(1994)EWC for information&consultation to be estabished in any multinational organisation with at least 1000 employees(including 150 in each of at least 2 member states)Chris Jarvis35HRM&Industrial Relations演讲完毕，谢谢观看！