Employee Relations: An International Journal

John McIlroy

1999 Employee Relations: An International Journal

doi: 10.1108/01425459910301655

Employment legislation regulating industrial action introduced to Britain between 1980 and 1993 by Conservative governments has substantially endured under Britain's New Labour administration. Re-examining the legislation affirms that it restricts fundamental union purposes and traditional forms of action. A review of the case law and the legislation's impact on strikes in the late 1990s suggests that its influence continues to be felt. The State and capital remain firmly opposed to the significant changes in the legislation which the TUC demands. Pursuing a strategy of social partnership that requires a posture of moderation, some union leaders aspire to a "strike-free" Britain. This has substantially inhibited union campaigning for legislative change. Rejecting industrial action on which collective strength ultimately depends and the necessary legal protection may, in reality, sustain rather than transcend the unions' present lack of power. Alternative approaches to power-building, calculative militancy and membership mobilization demand attention from trade unionists.

Tony Royle

1999 Employee Relations: An International Journal

doi: 10.1108/01425459910299857

Focuses on the workforce characteristics of the German and UK operations of McDonald’s Corporation. The UK workforce is characterised by predominantly young workers with very limited work experience, the German workforce is much older and mostly foreign workers. The analysis suggests that despite these differences and differences in labour market regulation, there is a key similarity between the workforces. The corporation is able to draw on similarly “weak” and marginalised segments of the labour market and these segments are likely to be particularly acquiescent to managerial prerogative. National institutional arrangements can still constrain the employment relations policies of multinational enterprises (MNEs). However, this analysis supports the notion that there is a growing diversity within national systems increasingly explained by MNE policies and practices. This does not necessarily mean that national systems are becoming redundant, but that there is a dynamic relationship between such systems and the needs of MNEs.

Marie McHugh; Geraldine O’Brien; Joop Ramondt

1999 Employee Relations: An International Journal

doi: 10.1108/01425459910299866

This article highlights the fact that in an attempt to cope with the turbulence and hostility which characterize their operating environments, many public sector organizations have embarked upon far‐reaching programmes of unsettling strategic change. These programmes often exhibit features of disintegration. Additionally they are frequently formulated by senior managers in isolation from organizational members, who are then expected to implement them without question or consultation. This article argues that such approaches to change management are unlikely to bring about the desired transformation. Rather, using a case study of one public sector organization in the Republic of Ireland, it is argued that organizations are more likely to experience the required metamorphosis where the change commences at the periphery and is led by relatively junior front line staff, with senior management practitioners acting as facilitators of organizational transformation.

Richard B. Sappey; Jennifer Sappey

1999 Employee Relations: An International Journal

doi: 10.1108/01425459910299884

This article explores the relationship between an Australian financial institution’s training programme and its commercial fortunes, in particular its mix of technical skills and social skills training. In this industry, price and product differentiation are limited, and customer service is the principal determinant of competitive advantage. Social skills training should theoretically be crucial to gaining competitive advantage. This study involved interviews with the bank’s state and national managers, observations of different types of training courses and analysis of training programme documentation. It was found that during periods of intense pressure from the marketplace, managerial perceptions and budgetary constraints placed a higher priority on technical skills training over social skills training. This had significant implications for employees’ personal and career development in internal and external labour markets.