HRM与工业关系英文版.pptx

HRM Industrial Relations;Industrial Relations – defining the scope;Comparative;Capitalist society integrated group common values, interests, objectives one authority /loyalty irrational + fractional coercion intrusive anachronistic only accepted if forced;Input-output model;Systems approach (Dunlop 1958);Social action (Bain Clegg);Control over labour process;Labour Market - how work is distributed within society;Labour Market - social acceptance hierarchies;Economic environment;Employment trends 1981-91;Social environment;Political environment;Development of Industrial Relations - 1;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 Gov’t non-intervention re- industrial restructuring but strengthening of individual over collective rights. TU member decline. Competitiveness, globalisation and TQM. Managerial (HRM) resurgence.;Donovan Commission 1968 (majority minority report);Government Legal intervention;Conservative legislation to limit TU activities;New Realism?;Concepts Values in IR;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 al