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ANALYSING THE LINKS BETWEEN PRODUCT MARKETS AND THE MANAGEMENT OF EMPLOYEE RELATIONS

ANALYSING THE LINKS BETWEEN PRODUCT MARKETS AND THE MANAGEMENT OF EMPLOYEE RELATIONS INTRODUCTION During the last few years, students of industrial and employee relations have made greater reference to product markets in order to explain changes in management style. It has now become typical to preface a research report or textbook with a chapter outlining, amongst other factors, the competitive pressures faced by the company, industry or economy in question (Brewster and Connock, 1985; Edwards, 1987; Marginson et al., 1988). This approach is to be welcomed because it places the management of employee relations firmly within its corporate context, explicitly acknowledging that control over the labour process is not the sole or prime concern of employers, but is generally subsidiary to the achievement of broader company goals (Child, 1985; Littler and Salaman, 1984; Wood and Kelly, 1982). It is also in line with contemporary practice, as quite a number of organizations have launched customer care or Total Quality Management (TQM) programmes which seek to ‘educate’ employees about product market pressures and increase their commitment to company success. Whilst supportive of the idea that discussions of the product market ought to be included in analyses of employee relations, I will argue here that this has not produced an adequate theorization of http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Journal of Management Studies Wiley

ANALYSING THE LINKS BETWEEN PRODUCT MARKETS AND THE MANAGEMENT OF EMPLOYEE RELATIONS

Marchington, Mick
Journal of Management Studies , Volume 27 (2) – Mar 1, 1990
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References (10)

Publisher
Wiley
Copyright
Copyright © 1990 Wiley Subscription Services, Inc., A Wiley Company
ISSN
0022-2380
eISSN
1467-6486
DOI
10.1111/j.1467-6486.1990.tb00756.x
Publisher site
See Article on Publisher Site

Abstract

INTRODUCTION During the last few years, students of industrial and employee relations have made greater reference to product markets in order to explain changes in management style. It has now become typical to preface a research report or textbook with a chapter outlining, amongst other factors, the competitive pressures faced by the company, industry or economy in question (Brewster and Connock, 1985; Edwards, 1987; Marginson et al., 1988). This approach is to be welcomed because it places the management of employee relations firmly within its corporate context, explicitly acknowledging that control over the labour process is not the sole or prime concern of employers, but is generally subsidiary to the achievement of broader company goals (Child, 1985; Littler and Salaman, 1984; Wood and Kelly, 1982). It is also in line with contemporary practice, as quite a number of organizations have launched customer care or Total Quality Management (TQM) programmes which seek to ‘educate’ employees about product market pressures and increase their commitment to company success. Whilst supportive of the idea that discussions of the product market ought to be included in analyses of employee relations, I will argue here that this has not produced an adequate theorization of

Journal

Journal of Management Studies – Wiley

Published: Mar 1, 1990

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