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Organizational Structure, Human Resource Practices and Industrial Relations

Organizational Structure, Human Resource Practices and Industrial Relations Reports the results of a study examining the relationships betweenorganizational structure formalization, specialization, participation,and centralization and human resource practices, training and internallabour market ILM with the state of the firms industrial relations.The data were collected by means of extensive interviews with managersand unionemployee association representatives from 51 Canadianorganizations. The results show that decisionmaking centralization hasa negative impact on a firms industrial relations situations both fromthe unions and the managements point of view, while training has apositive effect on the quality of a companys industrial relations. TheILM, on the other hand, did not appear to have a major impact on thefirms industrial relations. Given the current arguments about thechanging nature of industrial relations, and that they are influenced byother aspects of a firms operations, our preliminary study hasreinforced the need to study in more detail the impact of training andorganizational structure on industrial relations. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Personnel Review Emerald Publishing

Organizational Structure, Human Resource Practices and Industrial Relations

Personnel Review , Volume 21 (1): 10 – Jan 1, 1992

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Publisher
Emerald Publishing
Copyright
Copyright © Emerald Group Publishing Limited
ISSN
0048-3486
DOI
10.1108/00483489210009129
Publisher site
See Article on Publisher Site

Abstract

Reports the results of a study examining the relationships betweenorganizational structure formalization, specialization, participation,and centralization and human resource practices, training and internallabour market ILM with the state of the firms industrial relations.The data were collected by means of extensive interviews with managersand unionemployee association representatives from 51 Canadianorganizations. The results show that decisionmaking centralization hasa negative impact on a firms industrial relations situations both fromthe unions and the managements point of view, while training has apositive effect on the quality of a companys industrial relations. TheILM, on the other hand, did not appear to have a major impact on thefirms industrial relations. Given the current arguments about thechanging nature of industrial relations, and that they are influenced byother aspects of a firms operations, our preliminary study hasreinforced the need to study in more detail the impact of training andorganizational structure on industrial relations.

Journal

Personnel ReviewEmerald Publishing

Published: Jan 1, 1992

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