Employee Relations: An International Journal

Bacon, Nicolas; Storey, John

1993 Employee Relations: An International Journal

doi: 10.1108/01425459310024893

A whole array of managementled initiatives over the past ten yearshas resulted in a significant shift in the basis of the employmentrelationship. In summary, this may be described as a move fromcollectivism to individualism. Highlightsand describes the main elements of this and assesses the implicationsfor the future of trade unions and collective bargaining.

McHugh, Marie

1993 Employee Relations: An International Journal

doi: 10.1108/01425459310024901

Organizations are being forced to contend with an increasinglydiverse range of influential factors which have implications for theirefficiency and effectiveness. Such factors are likely to create acumulative spiral of pressures for organization members and render themsusceptible to the adverse effects of stress. Increased prevalence ofwork stress among employees, coupled with its harmful effects for theoperation of companies, prompted an investigation of managerialattitudes to stress at work in the clothing industry. Structuredinterviews were carried out with managers from 44 companies. Of therespondents 70.5 per cent believed that employees in their companyexperienced stress at work. Many identified a range of causes andeffects, and 81.4 per cent acknowledged that stress is a problem forindividuals and organizations. However, few companies had any mechanismsfor identifying and helping stressed employees. Highlights a need forcompanies to take cognizance of the costs of stress within organizationsand to take corrective action.

Fells, R.E.

1993 Employee Relations: An International Journal

doi: 10.1108/01425459310024910

Trust appears to be central in the development of effectiveworkplace and negotiating relationships. However, much of the discussionpresumes an understanding of what trust is. Seeks toexamine the nature of trust and suggests that it relates to risk and theexpectations of interacting parties. The means by which trust isestablished through negotiation, as part of the process of reachingagreement, are explored.

Analoui, Farhad; Kakabadse, Andrew

1993 Employee Relations: An International Journal

doi: 10.1108/EUM0000000001032

While it is widely recognized that conflict at work takes variousforms, there is much confusion and disagreement among theorists andpractitioners as to what constitutes conflict discontent and what range of behavioural form it takes. As for behaviouralexpressions of conflict, only the most visible forms such as strikes,labour turnover and absenteeism have received attention. Otherunconventional forms of behaviour such as sabotage, pilferage anddisruptive practices have, by and large, been neglected. At present, acomprehensive classification which includes both conventional andunconventional expressions of discontent is difficult to find. Includesa direct response to this vacuum. Offers a behavioural framework whichhas the potential for not only including the actors involved, but alsoexplaining the behavioural strategies open to people and the reasons forchoosing a particular way of expressing their discontent. Concludes thata better understanding of workplace conflict and its effectivemanagement requires appreciating the range of behavioural expressionsinvolved creation of the work environment conducive to the conflictprocessing and conflict resolution and understanding the significanceof the potential of the people as choice makers, when choosing fromamong the options open to them for expressing discontent.