Employee Relations: An International Journal

Marsden, David

1980 Employee Relations: An International Journal

doi: 10.1108/eb054949

In recent years a number of European countries have witnessed the breakdown of the centralised framework of industrial relations established in the early postwar years giving way to a more decentralised system which allowed more room to shop floor movements. The outbreak of the strikes of May and June 1968 in France, and more particularly of the wildcat strikes of 1969 and the early 1970s in West Germany, France, Great Britain, and Italy, marked a shift in union power towards the shop floor.

Warburton, R.M.

1980 Employee Relations: An International Journal

doi: 10.1108/eb054950

In the century and a half since the Inspectorate was established the role has changed as industry has changed and as the expectations of those who work in industry have changed. We have also been subjected to organisational changes which reflect our interpretation of the changed circumstances and changed expectations of those we serve. These changes in very recent times have been

Nash, Mike

1980 Employee Relations: An International Journal

doi: 10.1108/eb054951

This article examines the impact of industrial relations and employee relations on the small firm. The argument is that industrial relations is seen by small organisations as being synonymous with the threat, both collective and individual, of externally imposed regulations.

Wareing, Guy

1980 Employee Relations: An International Journal

doi: 10.1108/eb054952

It was Friday afternoon. Gerry Destrier sat in his new office looking at the wall, thinking about his new team of Pigsbrook, WharmsbyThompson and Miss Milliken after his first week in his new job.

Cuthbert, Norman; Dobbins, Richard

1980 Employee Relations: An International Journal

doi: 10.1108/eb054953

By contrast with industrial democracy, which relates to control of the enterprise, economic democracy is concerned with ownership of the organisation. Participation by employees in ownership of the enterprise involves a change in the system or in the pattern of ownership. In the most extreme form, employees themselves, through their trade unions or through employees' share holdings or otherwise, would come to own the enterprise and thence to run it. Thus ownership and control would become inextricably fused. It can be seen that like some systems of industrial democracy through worker directors, economic democracy is powercentred and policybased.

Gill, John; Golding, David

1980 Employee Relations: An International Journal

doi: 10.1108/eb054954

Academics in industrial relations have for many years been attempting to define their field of study. Recently, we were asked, by a client interested in training, to find out how practitioners managers and shop stewards would react to a systems model of industrial relations. Their responses are reported here and suggest an approach to industrial relations training which may be helpful in clarifying, improving and changing practice.