Employee relations autonomy within a corporate culture
Article Abstract:
Companies fall between two opposite ends of a continuum regarding employee relations: individualistic and collectivistic. The individualistic attitude stresses the individual worker whereas the collectivistic attitude stresses the group. There are four management styles that may be associated with these attitudes in varying degrees: traditional, which views labor as a factor of production; constitutional, which is institutional and legalistic in approach; sophisticated human relations, which views labor as its most important resource; and consultative, which is similar to the sophisticated human relations style but less individualistic and more collectivist. Firms without one of the four management styles are opportunistic, borrowing from all of them. The UK firm United Biscuits, an example of the latter, is profiled.
Publication Name: Personnel Management
Subject: Human resources and labor relations
ISSN: 0031-5761
Year: 1986
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Is anybody listening to the corporate personnel department?
Article Abstract:
Nine functions of corporate personnel management are identified and discussed: corporate culture and communications, policy formulation, strategic human resources planning, cabinet office services, senior management development, external advocacy, information coordination, internal consulting, and personnel services to small groups. Neither training or retirement planning are listed as proper function for personnel managers, for opposing reasons: training is best performed by operational personnel (rather than specialists) and pension planning should be the responsibility of specialists. In concluding the analysis of proper personnel functions, it is noted that whereas the functions themselves are vital to the corporation, the people performing such duties need not be organized into a single personnel department.
Publication Name: Personnel Management
Subject: Human resources and labor relations
ISSN: 0031-5761
Year: 1985
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How to manage decentralised bargaining
Article Abstract:
Collective bargaining is changing in the UK, due to three factors: decentralization in corporate authority; the growth of performance-related pay; and changes in labor laws. Decentralization in collective bargaining should be considered if corporate strategy aims for: business unit separation; enhancement of local profit centers; and local autonomy. A checklist of 35 points, developed to determine the appropriateness of centralized or decentralized bargaining based on corporate characteristics, is subdivided into three categories: corporate strategy and business organization; labor markets; and industrial relations factors.
Publication Name: Personnel Management
Subject: Human resources and labor relations
ISSN: 0031-5761
Year: 1989
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