Employee Relations: An International Journal

Wilkinson, Theon

1983 Employee Relations: An International Journal

doi: 10.1108/eb055010

By building upon the points at the end of Norman Tebbit's recent article, this article describes the joint IPMIPA publications on employee involvement.

Jefferys, Steve

1983 Employee Relations: An International Journal

doi: 10.1108/eb055011

The 197982 recession in the US car industry has been accompanied by both technological change and the rebirth of the human relations approach to industrial relations. This article considers the state of play in the technological and industrial relations revolutions of US car manufacturers in the early 1980s.

Measures, Jeremy; Norton, Simon

1983 Employee Relations: An International Journal

doi: 10.1108/eb055012

Through the use of a case study, this article illustrates the potential value of involving ACAS in attempts to improve industrial relations. A joint approach is far more likely to secure the understanding and commitment of the parties concerned and thus make possible genuine and lasting improvements.

Allen, P.T.

1983 Employee Relations: An International Journal

doi: 10.1108/eb055013

In recent years, social psychology has made an increasing contribution to studies in industrial contexts. The main focus of research discussed here is on how the different groups or sides in industry understand one another, and on the factors which affect that understanding.

Peach, L.H.

1983 Employee Relations: An International Journal

doi: 10.1108/eb055014

The author describes IBM's system of employee relations, and assesses its role in contributing towards the company's aspirations in terms of productivity and quality.

Mulholland, J.H.

1983 Employee Relations: An International Journal

doi: 10.1108/eb055015

The quality of management is the greatest single determinant of industrial performance. Its impact is felt as much in the social as in the economic sphere, in terms of the quality of life in an organisation as in profitability. Given the much publicised shortcomings of industrial relations which are damaging to industry and to the economy, the case for ensuring that managers are adequately trained is not merely compelling, but almost selfevident.

Owen, David; Broad, Geoffrey

1983 Employee Relations: An International Journal

doi: 10.1108/eb055016

A recent study illustrates that shop stewards are unambitious in their demand for and use of financial information in the negotiating arena. The TUC, however, is anxious to extend rights to information, consultation and representation in recognition of financial information as an important power resource.