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Can Labour‐management Co‐operation Deliver Jobs and Justice?

Can Labour‐management Co‐operation Deliver Jobs and Justice? Industrial Relations Journal 28:4 ISSN 0019-8692 3 TOWARDS JOBS AND JUSTICE Can labour-management co- operation deliver jobs and justice? Charles Heckscher and Sue Schurman Our task for this symposium is to describe sector). Rather, we argue, the barriers are the effects of labour relations innovations in located in the larger institutional framework the US on jobs and on justice. We begin by governing industrial relations policy and describing the most common innovation— practice in the US. The future of jobs and jus- labour-management sponsored worker par- tice in our view depends on inventing new ticipation programmes—followed by an structures of employee representation assessment of its diffusion and impact. Our adapted to the features of the new work sys- conclusion in brief is that, despite notable tems and new corporate and industrial pat- and consistent positive contributions to both terns that are emerging in response to a employee and employer goals, these pro- changing economy. grammes remain primarily ‘local successes’ with limited potential for either transfer- The innovation: joint labour- ability or sustainability. The few successful management participative examples remain isolated from the larger programmes trends in labour and employment relations. Nor, in our judgement, is the problem a lack http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Industrial Relations Journal Wiley

Can Labour‐management Co‐operation Deliver Jobs and Justice?

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Publisher
Wiley
Copyright
"Copyright © 1997 Wiley Subscription Services, Inc., A Wiley Company"
ISSN
0019-8692
eISSN
1468-2338
DOI
10.1111/1468-2338.00069
Publisher site
See Article on Publisher Site

Abstract

Industrial Relations Journal 28:4 ISSN 0019-8692 3 TOWARDS JOBS AND JUSTICE Can labour-management co- operation deliver jobs and justice? Charles Heckscher and Sue Schurman Our task for this symposium is to describe sector). Rather, we argue, the barriers are the effects of labour relations innovations in located in the larger institutional framework the US on jobs and on justice. We begin by governing industrial relations policy and describing the most common innovation— practice in the US. The future of jobs and jus- labour-management sponsored worker par- tice in our view depends on inventing new ticipation programmes—followed by an structures of employee representation assessment of its diffusion and impact. Our adapted to the features of the new work sys- conclusion in brief is that, despite notable tems and new corporate and industrial pat- and consistent positive contributions to both terns that are emerging in response to a employee and employer goals, these pro- changing economy. grammes remain primarily ‘local successes’ with limited potential for either transfer- The innovation: joint labour- ability or sustainability. The few successful management participative examples remain isolated from the larger programmes trends in labour and employment relations. Nor, in our judgement, is the problem a lack

Journal

Industrial Relations Journal – Wiley

Published: Dec 1, 1997

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