Employee Relations: An International Journal

Edward M. Davis; Russell D. Lansbury

1996 Employee Relations: An International Journal

doi: 10.1108/01425459610129335

The past decade has witnessed a wide range of industrial relations reforms in Australia. Employee participation and industrial democracy was espoused by the federal Labour government in 1986 as a key element in its reform programme. It was also embraced by the trade union movement and, to a lesser extent, by leading employers and their associations. Examines why the promise of industrial democracy has not been fulfilled at the enterprise level. Identifies contributing factors as the economic recession, the decline of trade union membership and a lack of “people” skills in managerial ranks. Shows that although the trend towards enterprise bargaining may herald a new impetus for employee participation, thus far it has been characterized by a narrow agenda and limited involvement by employees.

Christine Edwards; Jean Woodall; Rosemary Welchman

1996 Employee Relations: An International Journal

doi: 10.1108/01425459610129371

Challenges the assumption implicit in much of the literature on women managers that their failure to progress can be explained solely in terms of the individual behaviour of women and their employers. Examines the characteristics of organizations in which women make their careers which are potent factors impeding female advancement. Draws attention to the effects of radical organizational change, and explores some of the consequences of this change for women managers through the in‐depth analysis of a “typical” case. Explores the complex process by which restructuring and managerial policy and practice eventually combined to undermine the organization’s stated intent to expand significantly the number of women in management. Suggests that in‐depth analysis over time is required to understand the complex processes of change and its often unanticipated consequences for management careers.

Jerry Hallier; John Leopold

1996 Employee Relations: An International Journal

doi: 10.1108/01425459610129380

Greenfield sites have been seen as the most favourable setting for the adoption of human resource management (HRM). Presents a study of two greenfield employers’ attempts to introduce and maintain HRM philosophy and practices. Contrasts one management’s creation of HRM philosophy with another’s efforts to replicate its principles in a new unit. Describes and assesses these managements’ practices over the ten years since start up. Demonstrates that in the face of market pressures, greenfield managers are no more capable of maintaining soft‐version practices than their brownfield counterparts. Shows how these managers attempted to legitimize hard‐version practices by continuing to rely on language which reflected the humanistic principles of HRM. Concludes that without a radical reappraisal of management’s values, the long‐term aims of HRM will elude greenfield and brownfield sites alike.

Juliet MacMahon

1996 Employee Relations: An International Journal

doi: 10.1108/01425459610129399

Claims that the understanding of employer‐employee relations in the small enterprise is essential in Ireland where firms employing less than 100 people account for 92 per cent of all manufacturing units. Reports on research into continuity and change in Irish industrial relations, examining both the external and internal dimensions of the small firm. Identifies and discusses the external and internal variables influencing employee relations in small firms.