Employee Relations: An International Journal

P.B. Beaumont; L.C. Hunter; D. Sinclair

1996 Employee Relations: An International Journal

doi: 10.1108/01425459610110209

Describes the utility of supply chain partnerships as a mechanism for the diffusion of change in employee relations. Uses case study and survey evidence to explain the means by which this can be achieved. Examines data relating to both customer and supplier organizations in the manufacturing sector. Concludes that the customer‐supplier relationship can act as an agent of change in human resource management, particularly as they do not need to be artificially created, and can reach “peripheral” as well as “core” firms. Suggests that the local economic development agencies may be able to encourage the formation of networks of organizations in a particular industry and promote the spread of innovations in employee relations in this way.

Nicholas Kinnie

1996 Employee Relations: An International Journal

doi: 10.1108/01425459610110218

Uses the concept of institutional separation to examine changes in the management of industrial relations in an organization studied on two occasions ten years apart. Argues that the concept provides insights into the management of industrial relations, but needs to be modified to take account of the form of institutional separation and the employees and issues under consideration.

Jean M. Hiltrop

1996 Employee Relations: An International Journal

doi: 10.1108/01425459610110227

Examines the human resource implications of organizational change and the use of human resource practices for building and maintaining organizational commitment. Highlights the need for organizations to establish new policies and practices which are in line with business requirements, societal changes and the values and expectations of employees.

Heinz‐Josef Tüselmann

1996 Employee Relations: An International Journal

doi: 10.1108/01425459610110236

Government and employers’ sources frequently emphasize that companies located in western Germany have traditionally been circumscribed in their pursuit of flexibility in staffing, working time arrangements and pay, due to the particular configuration of the German industrial relations system and labour market regulations. Examines to what extent recent deregulation and decentralization measures have actually enhanced the environment for greater labour flexibility. Then considers whether this has led to higher degrees of labour flexibility at the company level. The analysis of a number of key flexibility indicators reveals that, despite some significant broadening of the scope for greater labour flexibility since the late 1980s, companies seem, in general, not to have greatly altered their flexibility mix. In the light of the relatively high degree of functional flexibility in German firms, the pay‐offs from enhancing other forms of flexibility may be considered to be low.

Brian P. Mathews; Tom Redman

1996 Employee Relations: An International Journal

doi: 10.1108/01425459610110245

Observes that the use of personal characteristics in job advertisements is discouraged within the prescriptive literature. Examines the extent to which advertisers for personnel specialists apply them in practice, and the range of characteristics put to use. Findings show that 80 per cent of advertisements contain reference to at least one personal characteristic. Concludes that social skills, particularly communication, appear to be the most important characteristic of personnel specialists, but there is, nevertheless, variation between differing job areas. Concludes that, although advertisers seem to follow stereotypes when putting together advertisements, they do not make particularly good use of personal characteristics.