Employee Relations: An International Journal

Christine Edwards

2003 Employee Relations: An International Journal

doi: 10.1108/01425450310501289

Presents five of the best papers from the human resource management and industrial relations track of the 2002 British Academy of Management Annual Conference, reflecting the diversity of the field. Concludes that employee relations in many western countries have undergone a significant transformation over the past two decades with a considerable disparity in the pay and conditions of the labour force and a growing gap between the “winners” and “losers”. States, however, that within the European Union, while the collective strength of the workforce may have decreased, a whole raft of European legislation has enhanced individual employment rights.

David E. Morgan; Rachid Zeffane

2003 Employee Relations: An International Journal

doi: 10.1108/01425450310501298

A shift from collectivism to individualism in managing employees is identified in employment studies. Developments in Australia have reflected this change, accompanied by claimed organisation benefits. This paper examines an empirical data set to examine such claims on key dimensions in the employment relation. The analysis points to few differences in views between employees working under individual contracts and those not. Moreover the factors generating concern over individual and firm performance among employees differed little between the two groups. Traditional work factors underpinned attitudes for both. The differences that emerge from organisation size, union membership and gender appear to be inconsistent with the claims of individualism. The data point to the importance of general employee concerns – job satisfaction and perceived management style – in generating employee commitment and loyalty. The findings have implications for the nature of employee relations and management, which are discussed in light of their theoretical and practical ramifications.

Judy Pate; Graeme Martin; Jim McGoldrick

2003 Employee Relations: An International Journal

doi: 10.1108/01425450310501306

Psychological contract violation has gained the attention of both practitioners and academics in recent years. Critical commentaries have questioned whether breaching such a contract has implications for employee attitude and behaviour, and ultimately organisational performance. This paper addresses the question “To what extent does psychological contract breach impact on employee attitude and behaviour?”. The study is based on an industrial textiles company and draws on quantitative and qualitative data. The findings suggested that triggers of violation impinged on employee attitudes but not on behaviour, trends substantiated by analysis of the organisation's absenteeism records. The qualitative data helped explain this trend and have highlighted two contextual issues. The first of these is labour market conditions and perceptions of job insecurity and second of these is a sense of collegiality and pride in the job.

Miriam Quintana Fernández

2003 Employee Relations: An International Journal

doi: 10.1108/01425450310501315

There is considerable academic interest in the consequences of European integration for human resource (HR) management within multinational companies. In the context of this debate discusses the implications of changes in the organisation of production and markets for the management of HR in the banking sector. Frames the analysis with special reference to British and Spanish banks, and draws implications regarding the impact of such changes for the most prominent development in terms of European legislation at company level, European Works Councils (EWCs). Argues that deregulation and European integration have facilitated restructuring and consolidation within national boundaries, which in turn have facilitated cross‐border mergers and acquisitions. As a result, the number of banks with operations in two or more countries of the European Union has increased. While business continues to be geographically segmented according to countries, affording EWCs a relatively limited role, growing similarities in work organisation and processes in banks across countries offers potential for change.

Graeme Martin; Judy Pate; Phil Beaumont; Alan Murdoch

2003 Employee Relations: An International Journal

doi: 10.1108/01425450310501324

This paper examines the problems involved in developing collective bargaining in the traditionally non‐union environment of the strategically important UK offshore oil industry. In doing so it provides evidence on the success of the “new”, stakeholder industrial relations environment established by the present UK government. Drawing on an in‐depth insight into management and union strategies gained from action research, the paper documents the attempt to establish a collective agreement and a partnership approach to industrial relations in the drilling sector of the North Sea offshore oil industry, a sector which has had no previous history of unionisation. In doing the research provides evidence partnership policy, the literature on union recognition and the process of negotiation in international organisations.

Miao Zhang

2003 Employee Relations: An International Journal

doi: 10.1108/01425450310501333

The diffusion of “best management practice” across national boundaries is becoming a significant strategy for multinational companies (MNCs) to achieve competitive advantage in global markets. Several studies have shown that national cultural and institutional differences may constrain or limit the transfer of such “best practice”. However, these conclusions are based on studies of MNCs from developed countries and we know little about MNCs from developing countries in relation to human resource management best practice. China is engaging in rapid economic development and internationalisation of its business system, and Chinese MNCs see the adoption of advanced management practices as central to the process. Drawing on a study of Chinese MNCs operating in the UK, the article shows how the subsidiaries of these MNCs used the advanced environment of a developed country to transfer best practice of HRM into their organisations.