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THE MANAGEMENT OF INDUSTRIAL RELATIONS IN THE MODERN CORPORATION: AGENDA FOR RESEARCH

THE MANAGEMENT OF INDUSTRIAL RELATIONS IN THE MODERN CORPORATION: AGENDA FOR RESEARCH THEWORKPLACE INDUSTRIAL RELATIONS PARADIGM In the decade and a half since the establishment of the Donovan Commission (1968) industrial relations research has been mainly focussed on the workplace and seems likely to continue in this mode for some time. Our knowledge of the dynamics of workplace industrial relations has improved immeasurably as a result and our understanding of the role of management at the workplace has grown substantially. Winchester (1983), in his overview of research in the 1970s, concluded that, ‘On inspection, the alleged neglect of management in industrial relations turns out to be a widespread, almost overwhelming emphasis on the importance of management.’ For example studies on the closed shop (Dunn 1981), custom and practice (Brown, 1973; Armstrong et a1 1981), the functioning of shop stewards (Batstone eta1 1977; Boraston et a1 1975) and shop steward committees (Brown et a1 1978) and the reform of workplace relations (Purcell, 1981; Parker et a1 1971) have all emphasised the dominant role of management in shaping practices in these areas. This managerial dominance in determining the nature of workplace industrial relations has been taken further by Clegg (1976) who suggests what amounts to a general theory of trade unionism. The http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png British Journal of Industrial Relations Wiley

THE MANAGEMENT OF INDUSTRIAL RELATIONS IN THE MODERN CORPORATION: AGENDA FOR RESEARCH

British Journal of Industrial Relations , Volume 21 (1) – Mar 1, 1983

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References (14)

Publisher
Wiley
Copyright
© 1983 Blackwell Publishing Ltd / London School of Economics
ISSN
0007-1080
eISSN
1467-8543
DOI
10.1111/j.1467-8543.1983.tb00117.x
Publisher site
See Article on Publisher Site

Abstract

THEWORKPLACE INDUSTRIAL RELATIONS PARADIGM In the decade and a half since the establishment of the Donovan Commission (1968) industrial relations research has been mainly focussed on the workplace and seems likely to continue in this mode for some time. Our knowledge of the dynamics of workplace industrial relations has improved immeasurably as a result and our understanding of the role of management at the workplace has grown substantially. Winchester (1983), in his overview of research in the 1970s, concluded that, ‘On inspection, the alleged neglect of management in industrial relations turns out to be a widespread, almost overwhelming emphasis on the importance of management.’ For example studies on the closed shop (Dunn 1981), custom and practice (Brown, 1973; Armstrong et a1 1981), the functioning of shop stewards (Batstone eta1 1977; Boraston et a1 1975) and shop steward committees (Brown et a1 1978) and the reform of workplace relations (Purcell, 1981; Parker et a1 1971) have all emphasised the dominant role of management in shaping practices in these areas. This managerial dominance in determining the nature of workplace industrial relations has been taken further by Clegg (1976) who suggests what amounts to a general theory of trade unionism. The

Journal

British Journal of Industrial RelationsWiley

Published: Mar 1, 1983

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