scholarly journals The Direction of Personnel and its Responsibilities

2014 ◽  
Vol 8 (3) ◽  
pp. 288-296
Author(s):  
T.P. Dalton
Keyword(s):  
Personnel Management ◽  
Industrial Relations ◽  
Collective Agreements ◽  
Personnel Director

Summary After a short historical summary of the evolution of industrial relations and the direction of personnel, the author defines the functions of personnel management. He then points out the particular obligations of the personnel director himself, in regard to the negotiation of collective agreements, the settlement of grievances and the training of employees. In conclusion, the author reminds us of the numerous and important qualities required to fill properly this function of personnel director.

The Oxford Handbook of Human Resource Management

2009 ◽  
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Personnel Management ◽  
High Performance ◽  
Industrial Relations ◽  
Industrial Psychology ◽  
Teaching And Research ◽  
Current Trends ◽  
Performance Teams

The Oxford Handbook of Human Resource Management aims to provide an authoritative account of current trends and developments in Human Resource Management (HRM). HRM is central to management teaching and research, and has emerged in the last decade as a significant field from its earlier roots in personnel management, industrial relations, and industrial psychology. People Management and High Performance teams have become key functions and goals for managers at all levels in organizations. The text is divided into four parts: foundations and frameworks; core processes and functions; patterns and dynamics; and finally measurement and outcomes.

scholarly journals Industrial Relations as a Source of Solidarity in Times of Welfare State Retrenchment

2007 ◽  
Vol 36 (2) ◽  
pp. 197-215 ◽  
Author(s):  
CHRISTINE TRAMPUSCH
Keyword(s):  
Collective Bargaining ◽  
Welfare State ◽  
Industrial Relations ◽  
Welfare States ◽  
Social Benefits ◽  
Public Benefits ◽  
Collective Agreements ◽  
State Research ◽  
State Restructuring ◽  
Market Liberalisation

Within the literature on retrenchment policies, the ‘solidarity-decline thesis’ is discussed. It is argued that current welfare state restructuring leads to a decrease in the actual social cohesion of society because redistributive public benefits are cut. The article addresses this thesis by presenting empirical evidence on social security based on collective bargaining. In Denmark, France, Germany and the Netherlands, collective agreements are increasingly used to regulate and finance social benefits. These collectively negotiated benefits may compensate to a certain degree for solidarity losses caused by retrenchment policies. The article reviews concepts of solidarity used in the literature and develops a two-dimensional scheme of four different concepts. The conclusion for comparative welfare state research is twofold. First, when viewing policies of welfare state retrenchment, the research should systematically include industrial relations in its frame of reference. Second, further studies should analyse the politics as well as the outcomes of collectively negotiated benefits more systematically. Under certain conditions, which are worth specifying, collective bargaining may lead to complex public–private mixes that shift welfare states in other directions than outright market liberalisation, not only in factual but also in normative terms.

Readings in Industrial Relations and Personnel Management

ILR Review ◽  
1948 ◽  
Vol 2 (1) ◽  
pp. 152
Author(s):  
Nathaniel Cantor ◽  
Herman Feldman
Keyword(s):  
Personnel Management ◽  
Industrial Relations

scholarly journals The German Model of Industrial Relations: (Where) Does It Still Exist?

2019 ◽  
Vol 239 (1) ◽  
pp. 5-37 ◽  
Author(s):  
Michael Oberfichtner ◽  
Claus Schnabel
Keyword(s):  
Service Sector ◽  
Industrial Relations ◽  
Work Place ◽  
Works Councils ◽  
The Public ◽  
Employee Representation ◽  
Collective Agreements ◽  
German Model ◽  
Iab Establishment Panel ◽  
Using Data

Abstract Using data from the representative IAB Establishment Panel, this paper charts changes in the two main pillars of the German IR model over the last 20 years. It shows that collective bargaining coverage and worker representation via works councils have substantially fallen outside the public sector. Less formalized and weaker institutions such as voluntary orientation of uncovered firms towards sectoral agreements and alternative forms of employee representation at the work-place have partly attenuated the overall erosion in coverage. Multivariate analyses indicate that the traditional German IR model (with both collective agreements and works councils) is more likely found in larger and older plants, and it is less likely in plants managed by the owner, in single and foreign-owned plants, in individually-owned firms or partnerships, and in exporting plants. In contrast, more than 60 % of German plants did not exhibit bargaining coverage or orientation or any kind of worker representation in 2015. Such an absence of the main institutional features of the German IR model is mainly found in small and medium-sized plants, in particular in the service sector and in eastern Germany, and its extent is increasing dramatically.

scholarly journals Would the good employer please step forward? A discussion of the "good Employer" concept in the State Sector Act 1988

1970 ◽  
Vol 16 (3) ◽  
Author(s):  
Peter Boxall
Keyword(s):  
Public Sector ◽  
Personnel Management ◽  
Public Service ◽  
Current Model ◽  
Industrial Relations ◽  
Chief Executive ◽  
The State ◽  
Employee Relations ◽  
Revolutionary Change ◽  
State Sector

The State Sector Act 1988 brings revolutionary change to public service personnel management and industrial relations. This paper analyzes the good employer principle contained in the Act (against a backdrop of private and public sector thought in respect of good employment behaviour. The current model of public sector personnel management is termed "accountable management" and it is argued that any notion of the good employer must be a "bounded" one. A set of assumptions in terms of good employer attitudes is established, explored in terms of particular processes and policies and a general public service pattern of employee relations is suggested. Finally, the problems of assessing chief executive performance under the Act are discussed. The argument is made that the bounded nature of the good employer principle must be recognized in chief executive appraisal as must the fact that worthwhile change in employment relations is a long term endeavo.ur. The process of becoming a good employer is never complete.

Unions and collective bargaining in Australia in 2018

2019 ◽  
Vol 61 (3) ◽  
pp. 357-381 ◽  
Author(s):  
Mark Bray ◽  
Johanna Macneil ◽  
Leslee Spiess
Keyword(s):  
Collective Bargaining ◽  
Industrial Relations ◽  
Coalition Government ◽  
Collective Agreement ◽  
Employment Relations ◽  
Federal Election ◽  
Non Union ◽  
Collective Agreements ◽  
Industrial Disputes ◽  
Wage Outcomes

There is a storm brewing over the roles of unions and collective bargaining in Australian employment relations. Unions, frustrated with what they see as practical and legislative restrictions on protection of workers’ rights, seek to ‘change the rules’. Employers, on the other hand, have been successful in restricting or rolling back bargaining rights, supported by their associations, the Coalition government and an assertive interpretation of the Fair Work Act. Add to this the impending federal election and the scene is set for a tempest that could bring industrial relations back to the centre of Australian politics in 2019. The review explores the various elements contributing to the coming storm, including trends in union membership, structure and strategy. It also surveys trends in the number and coverage of collective agreements, wage outcomes and industrial disputes. Two idiosyncractically Australian versions of collective agreement making are also discussed: cooperative bargaining facilitated by the Fair Work Commission and non-union collective agreement making.

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