Formal industrial relations and workplace power: a study on the railway
Article Abstract:
Using empirical studies of workplace industrial relations in British railways, the effects of 'formality' in negotiating procedures is discussed, analyzing whether or not the power of workplace representatives is constrained. Research was done between 1979 and 1982, and those studied were manual staff in British Rail's traffic operations (signalmen, guards, drivers, etc.). Forty locations were randomly selected and these locations featured 90 separate local departmental committees (LDC's). Data was collected via personal interviews and questionnaires. It was found that management's centralized control and formality weakens the power of the workplace representatives, but the formality causes increased industrial conflict and cuts off a useful method of negotiating with the workforce. However, formality's impact on negotiations ultimately depends on the other power resources involved.
Publication Name: Journal of Management Studies
Subject: Business, general
ISSN: 0022-2380
Year: 1987
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Exchanging best practices through computer-aided systems
Article Abstract:
Organizational effectiveness is achieved through a learning organization where separate units are geographically linked with computer-aided systems. These offer immediate and efficient communication, a memory shared by all members of the organization and an exchange of solutions and updated solutions. However, these systems are hampered by motivational problems, difficulties in matching the systems to the distribution of problems and solutions, competition from alternative mechanisms for transferring best practice and difficulties in gauging the efficiency of sharing.
Publication Name: The Academy of Management Executive
Subject: Business, general
ISSN: 0896-3789
Year: 1996
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Computer technology and the redefinition of supervision: a study of the effects of computerization on railway freight supervisors
Article Abstract:
A study of British Rail computerization of freight operations indicates that while computerization does increase central management's control, it does not result in a decrease in supervisory responsibilities. Computerization makes certain supervisor functions obsolete, while simultaneously adding new responsibilities.
Publication Name: Journal of Management Studies
Subject: Business, general
ISSN: 0022-2380
Year: 1986
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