000			06794cam a22003132 4500
001			0000023252
003			ZW-GwMSU
005			20210528145856.0
008			090825s xx 000 0 eng d
020			_a075066939X
020			_a9780750669399
040			_cMSU _arda _bEnglish _erda
050	0	0	_aHD6971 LEA
100	1		_aLeat, Mike _922264 _eauthor
245	1	0	_aExploring employee relations / _ccreated by Mike Leat
250			_aSecond edition
264		1	_bElsevier Ltd, _c2007.
264		4	_c©2001, 2007.
300			_a452 pages _c
336			_2rdacontent _atext
337			_2rdamedia _aunmediated _bn
338			_2rdacarrier _avolume _bnc
504			_aIncludes bibliographical references and index.
505			_aChapter 1. Employee relations and the employment relationship.Definitions of employee relationsThe employment relationshipA psychological contract? Interests and expectations.Forms of attachment, compliance and commitment Compliance CommitmentConflict, cooperation and perspectives Unitarism Pluralism Radical/MarxistA legal contract and the relevance of ideologyThe quality of employee relationsAn industrial relations system Processes Criticisms of the Dunlop modelA framework for studying employee relationsChapter summaryChapter 2. The nature of workIntroductionTaylorism - scientific management - FordismDisadvantages of Fordism and the emergence of Post-FordismFlexible Specialisation.The flexible firmOther competitive production strategiesJob re-design and the search for commitment, flexibility and quality Commitment, intrinsic satisfaction, involvement and functional flexibilityJapanization? Quality, involvement and commitment as competitive advantageThe quality circleTeam WorkingTotal Quality Management (TQM)Just-in-Time (JIT)Incidence and impact of the new production strategies [en] perceptions and ConclusionsChapter summary.Chapter 3 Globalization, multinational corporations and employee relations.IntroductionGlobalizationMultinational corporations Definition Scale and nature of multinational activity and FDI FDI advantages and disadvantages MNC approaches to the management of employee relations MNCs and the trade unionsInternational trade union organization Global organizations The European Trade Union Confederation (ETUC)International regulation and control of MNC activities The International Labour Organization (ILO)Chapter summary.Chapter 4 The European UnionIntroductionHistory and membership of the EUInstitutions The Commission. The Council of the European Union The Parliament.The social partnersLegislative formsDecision making processesSubsidiaritySocial Policy -The social dimensionThe Social Charter.Different traditions and systems.Social Policy - The Treaties.Competence.Charter of the Fundamental Rights of the UnionMain initiativesEmployee participationCollective Redundancies The Transfers of Undertakings.The European Works Council Directive 94/45/ECInformation and Consultation at a National Level.Council Directive 2001/86/EC - Statute for a European Company. Financial participationThe Organisation of working time.EqualityArticle 13 Directives.Genuine Occupational Requirements and other exceptions.Positive action.Directive 97/81/EC on Part-Time Work . Directive 1999/70/EC on Fixed term work Directive on Parental Leave (96/34). :Equal Pay.The Europeanisation of social protection and employee relations.Chapter summary. Chapter 5 The Role of Government.IntroductionIdeologies and political approachesLiberalism. CorporatismGovernment and the economy.Keynesian approaches.Monetarism.The UKGovernment as legislator and the legal context.The legislative context in the UK.The Individual Employment relationship.Trades unions and collective processes. Trade unions.Trade union members.Information and consultation.Industrial action. The law on Discrimination and Equality.Government as employer. The UK.Pre 1979.Post 1979The state and dispute resolution.ACAS Advisory, Conciliation and Arbitration ServiceChapter summary. Chapter 6. Demography, labour force and market characteristics and trends.IntroductionDemographyLabour force participation By gender Age groupPart-time workUnemployment By gender Age groupLong-term unemploymentEmployment by SectorFactors influencing Female Participation Labour force participation and unemployment by educational attainment.Chapter summary.Chapter 7 Trade unionsIntroductionDefinitionsWhy trade unions and why do people join?The objectives of trade unions Factors influencing objectives/ orientationTrade union structureInternal government and democracy Trade union membership Problems of measurement Reasons for variationsTrade union recognitionChallenges and responsesChapter summaryChapter 8 Managing employee relations.IntroductionHRM -What is it?HRM and implications for employee relationsManagement's objectivesManagerial style(s)Criticisms and developmentsManaging with or without unions?Employee Involvement and the pursuit of employee commitment.Chapter summaryChapter 9 Employee relations processes.IntroductionEmployee participation Forms and paradigms. Continuum of participation Which decisions?Collective bargaining Scope LevelJoint consultationBargaining power.Chapter summaryChapter 10 Employee relations procedures.IntroductionProcedures - what are they and why have them?Disciplinary procedures RulesProcedure Issues and considerations Stages and warnings, number and type RecordsDisciplinary Procedures and the law in the UKGrievance procedures and handling Definitions Issues and considerations Subject matter coverage/jurisdiction of the procedure Information and representation Stages Time limitsGrievance handling Negotiation The hearing/interview RecordsGrievance procedures and the law in the UKChapter summary.Chapter 11 Current issues and future trends.ion and participation; Employment law; Human resource strategy
520			_aExploring Employee Relations is a straightforward and accessible text that is aimed at students who are taking the subject for the first time. The structure is clear and logical, leading the newcomer through the topics in a way to maximise comprehension. Key issues are highlighted and supported by a small case or example from business. Chapters are structured to enable progressive learning with a logical development of the content. Each chapter ends with a summary of the key points met in the text and these are further reinforced by review and discussion questions, with answers and feedback on the activities included at the end of the book. The chapters are grouped thematically into parts and longer case studies are included that are suitable for assignment and seminar work.
650		0	_aPersonnel management. _910920
650		0	_aIndustrial relations. _911005
942			_2lcc _cB
999			_c120326 _d120326