Employee Relations: An International Journal

Cooper, Cary L.; Sutherland, Valerie J.

1991 Employee Relations: An International Journal

doi: 10.1108/01425459110006624

Research on nearly 120 chief executive officersCEOs and their spouses from among The Times1000 European companies is explored. Theresearch found that many CEOs are showingincreasing signs of stress, and that the maindifficulties are associated with the job interferingwith family and private life due to enhancedworkloads, workrelated travelling, weekendworking, etc. Suggestions are made about whatorganisations can do to help.

Welch, Roger

1991 Employee Relations: An International Journal

doi: 10.1108/01425459110002079

Providing workers with rights to take strike andother forms of industrial action is an issue offundamental concern for trade unionists andeveryone involved in industrial relations. Naturally,debate focuses on what rights trade unions andtheir members should have and what limits if anyshould be imposed. The form in which such rightsare provided is seen often, at most, as a matterof secondary importance. In Britain, workers havenot been given positive rights to strike. Instead,legislation has provided unions and their memberswith immunities from the legal liabilities which theorganisation of industrial action involves, as a resultof developments in the law as made by the judges.The history of the system of immunities isexamined, and it is contended that there arepractical and, in particular, ideological advantagesto trade unionists in adopting a system of positiverights.

Roots, Paul

1991 Employee Relations: An International Journal

doi: 10.1108/01425459110005797

Although governments see high pay settlementsas inflationary and claim they make British productsuncompetitive, employers consistently give payincreases above the level of cost of living increases.Weakened unions and high unemployment have notchanged the trend, demonstrating that simplisticcauses are based on little more than myth.Geographical and skill imbalances mean labourshortages still exist. Employers, whose concernis with total costs and returns, also need to buycooperation with change and sometimes use thesavings of automation to do so.

CoulsonThomas, Colin

1991 Employee Relations: An International Journal

doi: 10.1108/01425459110006723

Creating a more responsive organisation andsecuring flexible access to skill is becoming acritical success requirement. Large bureaucraticorganisations are becoming aware of thevulnerability of size where it is not accompaniedby responsiveness and flexibility. Skill shortageshave become a limiting factor. People today havean unprecedented choice of for whom, how andwhere they work. There are many special humansituations which can be addressed by a new patternof work such as telecommuting. Organisationsshould not impose particular patterns of work onpeople. Instead, using information technology asappropriate, they should allow people to work inwhatever ways best enable them to contribute. Todo this may require a new approach to skillmanagement strategy. The successfulimplementation of a new pattern of work such astelecommuting requires great care and anunderstanding of its distinctive features. Preparationfor telecommuting should involve both thetelecommuters themselves and those who managethem.