Employee Relations: An International Journal

Patrick Gunnigle; Thomas Turner; Michael Morley

1998 Employee Relations: An International Journal

doi: 10.1108/01425459810238693

This paper addresses the impact of institutional industrial relations arrangements at organisation level on the extent and pattern of utilisation of different forms of employment flexibility. In particular, it evaluates the extent to which factors such as union recognition, union density and union influence impact on the diffusion of different forms of flexibility in five European countries (Denmark, Germany, Ireland, Spain and the UK). In assessing the impact of institutional industrial arrangements at organisation level, this paper focuses on three particular types of employment flexibility: temporary working, fixed term contracts and job sharing. A number of hypotheses are identified to help explore the impact, if any, of unionisation, sector and country of origin on the extent of utilisation of both management and employee‐driven flexibility forms.

Richard Croucher; Chris Brewster

1998 Employee Relations: An International Journal

doi: 10.1108/01425459810238710

This article examines the problems that the expansion and spread of flexible working patterns have created for the trade unions. Drawing evidence from across Europe, but focusing on the UK, it is argued that the decline in unionism has a number of antecedents, of which an important factor is the change in the way people are employed. A number of examples of flexible working are examined and the implications of each for union membership and influence are outlined. The paper ends by exploring what the UK unions are doing, and could be doing, to address these issues.

Robin Kramar

1998 Employee Relations: An International Journal

doi: 10.1108/01425459810238738

There has been a continuing debate in Australia about the need to reform working practices so they enhance efficiency and productivity. During the last ten years there have been major changes in the management of employees, including the introduction of flexible employment practices. Although these policies are seen to improve organisatonal efficiency, many employees are feeling more stressed, greater dissatisfaction about the ability to balance work and family life, they feel less satisfaction with management and the nature of communication and consultation. These experiences raise questions about the role of human resource managers in managing individuals’ expectations and experience in the workplace.

Jan C. Looise; Maarten van Riemsdijk; Frans de Lange

1998 Employee Relations: An International Journal

doi: 10.1108/01425459810238747

Despite important differences in labour flexibility patterns in different countries and despite clear indications of the important role of institutional factors with respect to HRM, to date there has been little research on the interaction between the institutional context and the HRM of companies. This paper seeks to address this issue with regard to labour flexibility strategies and reveals a promising approach to learning how the development of a topic, such as labour flexibility, takes place in practice. The case of The Netherlands clearly shows the interaction between the institutional context and company flexibility strategies. The institutional context was found to influence company strategies but, in return, these strategies were later seen to impact the institutional setting. In The Netherlands the system of labour relations has been adapted in response to calls from companies for more flexible labour relations. This has led to changes in labour laws and regulations, which, in turn, have stimulated new company strategies.

Peter A. Smith; Alexander A.I. Wedderburn

1998 Employee Relations: An International Journal

doi: 10.1108/01425459810238774

Long shifts of more than 8 hours, commonly of 10 or 12 hours, are spreading widely as a way of increasing operational availability and flexibility, and offering employees bigger blocks of time off. Research shows that they can provide multiple benefits or serious costs to all parties, depending on the balance of many factors, such as the nature of the work, total weekly hours, and the skill and sophistication of management. Careful planning around these factors, and using participative roster design, can maximise the chances of achieving the benefits and avoiding the costs.

Mary Creagh; Chris Brewster

1998 Employee Relations: An International Journal

doi: 10.1108/01425459810238792

This paper examines flexible wo rking in the workplace using case studies from four different European companies, in three countries. This detailed evidence shows that while flexibility is a major challenge to managements, trade unions and employees, the results are more acceptable to these groups when certain practices are followed. These include its introduction and maintenance through the careful provision of information and consultation with workers, and dealing with flexibility as a process rather than as a one‐off cost‐cutting exercise. Identifies the implications of this work for managements, trade unions and employees.

Andrea Friedrich; Rüdiger Kabst; Wolfgang Weber; Maria Rodehuth

1998 Employee Relations: An International Journal

doi: 10.1108/01425459810238800

This article raises the question of to what extent functional flexibility is an operatively designed approach with which European companies confront current short‐term changes in their environment, and whether functional flexibility is integrated into long‐term human resource strategies. The proposition is tested that organisations with a strategic human resource management in the sense of a coordinated, objective‐oriented personnel management pattern, show a higher probability of using job rotation than organisations lacking a strategic‐oriented human resource management approach.