Employee Relations: An International Journal

Lewis, Philip

1989 Employee Relations: An International Journal

doi: 10.1108/EUM0000000001013

In recent years it has become clear that joint consultation has notwithered away in British industry but has managed to maintain aconsiderable institutional presence. The precise character ofconsultation in these companies is rather more difficult to determine.Drawing on research in a Japaneseowned electronics factory, withelaborate machinery for participation as well as a single union,nostrike deal, it is concluded that consultation is little more than asymbol of unitarism. Moreover, other unitarist symbols are also used toconvey the family message to the workforce.

Hibbert, Noel

1989 Employee Relations: An International Journal

doi: 10.1108/01425458910133932

As in many other aspects of Soviet life, industrial relationsprocedures and practices are undergoing a peaceful revolution. There isa trend away from the bureaucratic and centralised system towardsgreater democracy in workplace relationships, much of this beingpredicated in a new structure for employment law. In this interview,Professor Baglai expands on these issues and many more in opening theblack box of industrial relations in the USSR.

Bowey, Angela; Thorpe, Richard

1989 Employee Relations: An International Journal

doi: 10.1108/EUM0000000001014

This article is the second in the series detailing recent andcontinuing research into Payment Systems. The previous article dealtwith some of the main features found to be important in scheme success,whilst this one, Participation in Payment System Design,shows how the research results can be translated into practice. Theprocedure outlined here is one that has been recently applied to anumber of organisations with uniform success.

Geare, A.J.

1989 Employee Relations: An International Journal

doi: 10.1108/01425458910133950

The widespread practice whereby great emphasis is placed on theharmful effects of stress with only token acknowledgement to thebeneficial effects is questioned. While accepting that stress may resultin serious problems, it argues that stress is frequently enjoyed andsought by managers. The limitations of many current definitions arediscussed and an alternative proposed, the definition of which acceptsthat stress can result in both stimulation andor strain. Such anunderstanding is demanded.

Wilson, Fiona

1989 Employee Relations: An International Journal

doi: 10.1108/01425458910133914

The argument in this article is put from the standpoint thatemployers continually need to exercise control in order to realise thecapacity of employees at work. One technique for achieving this is thequality circle, a mechanism which is often celebrated in much of themanagerial literature. Based on research in a USowned company in thevehicle industry, a number of the assumptions which underpin theactivity of quality circles are unearthed in particular, whetheremployees will automatically be willing to contribute their ideas in thecontext of inequality in the employment relationship is questioned.