Employee Relations: An International Journal

Sloman, Martyn; Barr, Rod

1981 Employee Relations: An International Journal

doi: 10.1108/eb054964

The second half of the 1970s witnessed a resurgence of interest in industrial cooperatives and all the evidence suggests that this interest will gain further momentum in the 1980s. An understandable but regrettable tendency to concentrate publicity on a number of celebrated rescue cases should not be allowed to obscure the fact that some 200 new industrial cooperative ventures have been established over the last decade.

Schnetker, Ted

1981 Employee Relations: An International Journal

doi: 10.1108/eb054965

This article is the result of my personal interest as an engineer and manager in the attitudes of engineers working in industry toward engineering unions. The article is divided into three parts

Rhodes, Susan; Steers, Richard

1981 Employee Relations: An International Journal

doi: 10.1108/eb054966

In any given year, it has been estimated that over 300 million work days are lost in Britain due to employee absenteeism. This figure amounts to about 13.5 days lost per employee. Daily absenteeism among bluecollar workers in many industries runs as high as 17 per cent of the work force with rates often much higher on Mondays and Fridays. These estimates include absenteeism due to illness, as well as other reasons. High rates of absenteeism have been cited as contributing to industrial slumps in some areas of Britain. Productivity losses, loss of good will, extra labour costs to replace the absent employee, overtime costs, and sick pay are all costs associated with absenteeism. Clearly, employee absenteeism is a major area of concern for personnel managers.

Walker, Kenneth F.

1981 Employee Relations: An International Journal

doi: 10.1108/eb054967

Having used the systems approach to industrial relations with considerable success in management education in industrial relations in an international setting, I was much interested in the account of Gill and Golding's test of this approach as a training intervention, which suggested that the systems approach has a number of deficiencies.