HRM&IndustrialRelations

Click to edit Master title style,Click to edit Master text styles,Second level,Third leve,Chris Jarvis,34,HRM & Industrial Relations,HRM & Industrial Relations,Industrial Relations defining the scope,male, FT, unionised, manual, “heavy” industries & public sector , restrictive practices, strikes & collective bargaining?,Employee relations - more diverse jobs: non-manual, female, PT, non-union, services, high tech, “new” business etc,Focus = regulation of employment relationship (control, adaptation, adjustment) - legal, political, econ, social, historical contexts. “Collective aspects”?,“operating within & outside the workplace concerned with determining & regulating employment relationships.”,Comparative,HRM,Unitary,Marxist,Pluralistic,Labour,market,Social,action,Systems,Control over,labour process,Input,Conversion,Output,Conflict,differences,Institutions,& processes,Regulation,(rules),Approaches to IR,Wider approaches,Evolution,Revolution,Cooperation,Conflict,Authoritarian,Paternalism,Capitalist society,integrated group,common values, interests, objectives,one authority /loyalty,irrational + fractional,coercion,intrusive,anachronistic,only accepted if forced,Unitary,Pluralistic,Marxist,Assume,Nature of conflict,Conflict resolution,TU Role,Post-capitalist society,Sectional groups - coalesce,different values, interests, objectives,competitive authority /loyalty (formal/informal),inevitable, rational, structural,compromise + agreement,legitimate,internal, integral to workplace,accepted role in econ & managerial relations,Capitalist,Division of labour/capital,social imbalance + inequalities - power, wealth etc,inherent in econ. & social systems,disorder - precursor to change,change society,employee response to capitalism,mobilise, express class consciousness,develop political awareness & activity,Input-output model,convert potential for conflict into regulation,reconcile conflicts of interest through legitimate, functional processes & institutions,at the heart . collective bargaining,regulatory output,Rules: unilateral, joint or imposed by government,substantial & procedural arrangements,within-the-organisation or external rules (law, national agreements),varying degrees of formality,Systems approach (Dunlop 1958),IR - a social sub-system within the econ. & political systems,Components,actors,contexts,(influences & constraints on decisions & action e.g. market, technologigy, demography, industrial structure),ideology,-,beliefs,affecting actor views - shared or in conflict,rules,-,regulatory elements,i.e. the terms & nature of the employment relationship developed by IR processes,Stable & orderly Unstable & disorderly?,Social action (Bain & Clegg),actor perceptions &,definition of “reality” determine behaviour, actions, relationships,work orientation,is as much a result of extra-organisational experience as experience within the workplace,structural factors,may limit individual choice & action,bounded rationality,- interrelated decisions may fix or significantly shift values, focus, roles or relationships.,instrumental & value-based,considerations,Control over labour process,transformation 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 exploitative (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 markets,Job enrichment, empowerment & responsible autonomy,Personal control & bureaucratic control,Labour Market -,how work is distributed within society,Issues,increase in womens activity rates,level + nature of unemployment, long vs. short-term jobs,manufacturing,service + globalisation vs. local,market regulation strategies + dual labour markets,Economic labour market model,Pay = 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 leisure,Marginal productivity,gain from using one extra unit of labour,“institutionalised” labour market -,wage floor, going rate, range (quartiles), collective bargaining vs. individual negotiation.,Labour Market,- social acceptance & hierarchies,Possible Issues,Unskilled, semi-skilled & skilled. Blue-collar, white-collar.,Professionalisation. Other desire the same.,UK recognition of “engineers”,UK “class” system & differential access to education (private schools) & labour divisions.,Government interest,Passive & active policies,Retirement age, unemployment benefit, training, job support,Who pays - via taxation or direct Er /Ee contributions?,Interventionist & corporatist approaches (state regulation),Deregulation - free, flexible labour market, pay decided by “ability to pay”.,Economic environment,UK de-industrialisation + manufacturing decline,increasing liberalisation, internationalisation & globalisation of trade,government management of economy e.g. Keynesian vs monetarism.,increasing inequality in wage distribution,industrial restructuring & introduction of new technologies,expansion of service sector,Participation rates in employment between 1966 & 1981,77.3 to 75.3%,Overall,97.7 to 87.8%,Men,55.4 to 61.5%,Women,Employment trends 1981-91,Figures rounded to nearest 000,Source: Employment Gazette,Social environment,industrialised, capitalist society,principles of freedom of thought, expression & association,Protestant work ethic,Welfare state vs. independence & expansion of individual opportunities,class & social mobility - manual to middle & professional,home & share ownership,unemployment, “haves & have nots”. NHS vs. private medicine,Political environment,internal organisational decision-making.,Power-authority structures,external governmental politics,individual liberalist, 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,Development of Industrial Relations - 1,“in restraint of trade” - Tolpuddle Martyrs,late 19,th,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 competition,WW1,industry level bargaining,uniformity in wage claims. 1916 Whitley Committee,70+ JICs set up 1918-21,20s & 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.),1950s & 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),recommends,reform of voluntary coll. bargaining. Pluralism & company 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 recession,Govt non-intervention re- industrial restructuring but strengthening of individual over collective rights. TU member decline. Competitiveness, globalisation & and TQM. Managerial (HRM) resurgence.,Development of IR - post 1945,Donovan Commission 1968,(majority & minority report),IR improvement by reform & extension of voluntary collective bargaining,management initiative & TU agreement,develop formal company level agreements.,substantive,terms & conditions, rights & obligations etc,procedural,conduct of relationships, dealing with disputes/conflict; about power & authority in organisations,management to embrace pluralism & joint participation,Government & Legal intervention,Managing the economy.,Balance of Payments & IMF. Problem of growth, industrial change & inflation. Govt - TU - Employer triangle.,Contrary to Donovan voluntarism,Increased legal intervention,1969 “In Place of Strife” recommended law to deter destructive industrial 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 democracy & Winter of Discontent,1979 steady, greater legal control & restrictions over TU activities,Conservative legislation to limit TU activities,Employment Acts 1980 , 1982, 1988 & 1990,Trade Union Acts 1984 & Wages Act 1986,Employment Acts, Trade Union Reform Employment Act 1993,Employment Rights Act 1996,no statutory recognition procedure nor closed shop,no immunity from secondary industrial action,independently scrutinised ballots for industrial action,union officers responsible for unlawful actions & must repudiate,right NOT to be disciplined by union for not taking part in action,secret ballots for election of NEC officers,abolished Wages Councils (“price people back into jobs”),early 80s confrontations: miners, Wapping P&)/NUS,extended rights to obtain redress individually,new realism - single union agreements,New Realism?,management proactivity,- 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 working,pay & working conditions emphasis,flexibility & individual.,more temporary & part-time working,core/periphery staff with task-function & time flexibility.,performance-related pay (individual & team),share ownership & profit bonuses,TUs on the defensive.,1979-1993 lose 4.5m members. Cooperative employer partnerships. Member services from credit to training.,Concepts & Values in IR,fairness & equality,(but fairness is relative & not constant),utilitarian or democratic,impersonal technical notion,reciprocity of the exchange, consistent with other exchanges, equality of treatment & consideration.,power to control, influence & modify,versus,legitimate authority,French & Raven,- 5 sources of power,reward, coercion, legitimised, referment, expertise,Morgan,(more diffuse, implicit, pervasive),control of resources control of alliances, networks & counter-organisation,Magneau & Pruitt,- reciprocal perception of power.,individual negotiation vs combining against Er-Ee imbalance,Oversimplification to say Mgt-employee relationship = “individual” & Mgt-TU = “collectivism” .,Issue = degree to 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 relations,Mgt “claim right” to deal with staff without intermediate TU constraint (represent/regulate on joint basis),Individual PRP vs. one package for all,individual “sees” his/her well-being deriving from own efforts vs.fraternalism (improvement through solidarity),High trust - Low trust,(Alan Fox - Beyond Contract),Individualism & collectivism,Trade Union Functions,Power,- protect/support through strength in association - a countervailing 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 national 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 reflects this? Institutionalise “class” & “conflict”? Dilemma of participating in government.,Member services,- provide benefits/services to members,Self-fulfilment,- assist individuals to develop outside their job domain & participate in wider decision-making processes,Union character,expression of sectional/class consciousness - “socialist” society,social responsibility - exercise role in non-detrimental ways,business unionism - maximise benefits from employer relationships,welfare unionism - wider social, econ. & political involvement for all,political unionism - through political alliances,Why do people join or NOT join trade unions?,Blue/white collar,Manual, clerical, technician, technologist, supervisor, manager,Heavy light, old high-tech. industry,Individualism vs. fraternal/collective,instrumental reasons for joining. Support in uncertainty,preference for cooperation with Mgt rather than conflict,What 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 role,movement from unilateral 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).,TU Recognition Process,Claim for recognition,Management,policy,Recognition agreement,Recognition ballot,What %?,Bargaining unit (common interest, internal homogeneity),characteristics of work group (skills, pay, jobs, dispersion),TU membership %,collective bargaining arrangements,management structure & authority,Bargaining agent,independent,appropriate for all employees,effective/sufficient resources,representative,Degree of recognition,representative &procedural only,negotiating (some/all, joint or sole),union membership agreement,TU & employees,expectations,management rights to manageappropriate,scope & instutions of collective bargaining,role of representatives,Recognition,Implications for Managers,challenge & appeal against decisions. Slower processes,representatives as mediator of communications & may block,work to agreements, procedures with “rights” to be consulted,persuasion & negotiation to secure “consensus”,time off & protections for appropriate/legitimate TU activities.,Grunwick 1977,determined not to grant recognition & dismissed all employees who took action,Recognition & non-recognition often exist side by side,decline in membership & now 1998 Fairness at Work,- Govt proposals,to enable employees to have a TU recognised by their employer where a majority of relevant workforce wishes it & to introduce statutory procedures for both recognition & derecognition,Collective Bargaining,an institutionised system of determining terms & conditions of employment & regulating the employment 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 - 90,collective agreements union membership.,public sector privatemanufacturing service,manual white collarmen women,53% firms in 1990,66% of FT workers (direct or indirect),Larger firms & public-sector organisations,Models of Collective bargaining,Chamberlain & Kuhn,conjunctive bargaining,mutual coercion - agreed truce - indispensible to each other - Lose-lose,cooperative bargaining,both accept neither will gain advantages unless the other gains too. Win-Win - willingness to concede - to increase size of cake,Walton & McKersie,distributive bargaining,basic 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 business responsibility.,Cooperate to increase cake. Adversarial- cooperative tension remains,intra-organisational bargaining.,Content & Scope of Collective Bargaining,Substantive rules (economic matters),pay (basic, overtime, PBR, guaranteed payments.bonuses?), hours (37, 40, shifts, shorter week, flexi-time?) , holidays, fringe benefits (pension, sick pay, company cars?, BUPA?). Annual negotiations.,Procedural rules,status quo (no change until disputes procedure exhausted). Shop stewards, grievance, negotitating, disputes, redundancy, consultation, discipline?,Work methods/arrangements.,The nature 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-wide,Plant/shop level,What enables bargaining power?,Involvement & participation in decision making,industrial democracy (worker control,) - little currency in contemporary market-driven economies,participation in decisions traditionally the prerogative of management,equal power or management style/good-will?,HRM & reaction against confrontation management,involvement to mobilise cooperation, talent & creativity,Task participation:,empowerment, cell technology, team working, briefing groups & quality circles, delegation, job enrichment & MbO joint problem-solving. McGregor Theory Y. Employee reports. 360 degree appraisal,financial particpation,profit-related bonuses, share ownership schemes,approved deferred share trusts,SAYE to buy company shares,employee share ownership plans,Employee participation,Worker directors,Bullock report,Works Councils,European pressure for Mgt to consult employee representatives,collective 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),