Bargaining within the enterprise: centralized or decentralized?

Article Abstract:

Decisions on bargaining structure are at the heart of the management of industrial relations. Within the multi-plant company these decisions are influenced by competing centrifugal and centrepetal pressures. Bargaining structure, alongside a series of other techniques, is used by managers at the head office and the plant to achieve a balance between centralization and decentralization. Head office managers exercise central control over some major industrial relations issues, while the extent of their influence is masked by decentralized bargaining structure and other techniques which create an illusion of plant autonomy. These centrifugal and centrepetal pressures emerge not just from industrial relations considerations but are also part and parcel of wider business strategy concerns. Empirical evidence suggests that these countervailing pressures have intensified in recent years. (Reprinted by permission of the publisher.)

Labor relations

---

Flexible manpower resourcing: a local labour market survey

Article Abstract:

This article presents the results of an establishment level investigation carried out late in 1986 and early 1987 of the extent of flexible manpower resourcing in the Aberdeen local labour market. Its is necessary to place these results in the context of the general background of an increasing interest in flexible manning and of certain theoretical developments in labour and industrial economics. The results suggest that whilst a variety of means are used to attain flexibility in manning, few establishments can be regarded as truly 'flexible firms' and manpower strategies tend to be largely reactive and ad hoc. (Reprinted by permission of the publisher.)

Surveys, Manpower policy

---

Mergers and acquisitions, human resource issues and outcomes: a review and suggested typology

Article Abstract:

This article has three aims. First, it reviews recent research on corporate mergers and acquisitions and their impact on human resource issues. Second, it proposes a framework for classifying mergers and acquisitions. Finally, it provides some research questions for examining merger types, human resource management issues and major outcomes. (Reprinted by permission of the publisher.)

Management, Mergers, acquisitions and divestments, Acquisitions and mergers, Human capital

Similar abstracts:

• Abstracts: Ethics and working with the Japanese: the Entrepreneur and the "Elite Course." The Japanese corporation as competitor
• Abstracts: How are corporate strategy and human resources strategy linked? Effective retrenchment: human resource implications
• Abstracts: The learning styles questionnaire: an alternative to Kolb's inventory?

This website is not affiliated with document authors or copyright owners. This page is provided for informational purposes only. Unintentional errors are possible.