Employee Relations: An International Journal

1985 Employee Relations: An International Journal

doi: 10.1108/eb055042

This article has been withdrawn as it was published elsewhere and accidentally duplicated. The original article can be seen here: 10.1108/eb027847. When citing the article, please cite: Michael Cross, (1984) “Flexibility and Integration at the Workplace”, Management Research News, Vol. 7 Iss: 4, pp. 1 - 6.

Buchan, James M.

1985 Employee Relations: An International Journal

doi: 10.1108/eb055043

The process of industrial relations which has developed in the offshore catering industry is not significantly different from that evident in conventional onshorebased unionised industries. Data obtained as part of a survey of industrial relations in the Grampian region 1982 covering five of the nine offshore catering companies in the Northern Sector of the North Sea, show that such companies operate in an atypical industrial environment represented by unusual worklifestyle patterns. A twotier system has evolved to meet the communication requirements of a transient and scattered workforce the managementworkforce relationship in offshore installations being informal, while the onshore relationship between management and trade union officials is far more formal. While the adoption of collective bargaining in this industry is a fairly recent happening, it can be readily explained in terms derived from traditional British industry.

Werther, William B.

1985 Employee Relations: An International Journal

doi: 10.1108/eb055044

The Ford Motor Company is undergoing an evolutionary change in its corporate culture and operating procedures, hoping to transform itself into a twentyfirst century organisation capable of competing around the globe with other worldclass producers. Beset with simultaneous strategic, financial and design crises it has become obvious that revitalisation of the company is dependent on recasting the labourmanagement relationship, and that cost increases must be offset by productivity. The 1979 negotiations between Ford and the Union of Automobile Workers UAW resulted in the creation of the National Joint Committee on Employee Involvement NJCEI specifically considering quality circles and team building while 1982 negotiations outlined specific functions of local steering committees, career counselling and guidance, targeted vocational retraining projects and introduced the Employee Development and Training Programme. Through the use of joint governing boards, local steering committees and the National Joint Committee, Ford and union officials meet frequently to discuss topics of mutual concern. With eleven major product reconfigurations either in progress or recently completed, it appears that the company has made a major gamble on the future. The UAWFord NJCEI has been successful in achieving its aims of improved employee satisfaction, labourmanagement cooperation and improved product quality.

Hyman, J.; Beaumont, P.B.

1985 Employee Relations: An International Journal

doi: 10.1108/eb055045

Recent developments in alcohol policies provide tangible signs that major strands of personnel policy are beginning to merge concern for welfare, corporate efficiency and joint determination through collective agreement as indicated by a survey of alcohol policies carried out in Britain.

Chell, Elizabeth

1985 Employee Relations: An International Journal

doi: 10.1108/eb055046

A survey of how redundancy situations are handled and carried out among 80 organisations reached through the Manchester branch of the Institute of Personnel Management, has raised many questions, suggesting the urgent need for more indepth research. Managerial styles of handling redundancy vary, possibly reflecting the prevailing circumstances for the individual manager. The composition of the workforce, the overall company culture, and interpersonalintergroup relationships between management and worker are all salient factors, as are aspects of personnel managers' makeup, which can be roughly defined as hardnosed pragmatic, realistic, contingency operational or idealistic. It is hoped that further collaboration with industry, commerce and within the service and public sectors will be forthcoming.