European Works Councils: the value-added approach

Article Abstract:

Issuance of The Directive on Information and Consultation of Employees has required all qualified organizations of the European Union to establish a European information and consultation procedure, a European Works Council or a European Information Forum. Three alternate procedures, distinct from European Works Council but in compliance with the Directive, have also been proposed. The first procedure concerns localized arrangements, which aims to enhance the operational level of work councils through the integration of value-added systems. Other proposed arrangements include the creation of a European Information Forum and Business Improvement Groups.

Europe, Laws, regulations and rules, European Union, Participatory management, Employee rights, Works councils

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Corporate America: the role of HR in re-engaging restless employees

Article Abstract:

The first step for HR in helping the company rebuild trust, reduce employee restlessness and improve performance is to make honest evaluation of the effectiveness of the HR function itself. Companies with effective HR functions are more likely to have high trust levels, good communication, high employee commitment, clear lines of sight and effective business change management practices.

United States

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Japan: renewing HR management via organizational values management

Article Abstract:

The relationship between management and employees in Japan and the introduction of organizational values management is discussed. Organizational values management though Japanese in origin is being used and adopted by many companies all over the world for their growth and survival in a value-driven global environment.

Japan, Management dynamics, Labor Relations, Company business management, Organizational behavior, Organizational behaviour, Labour relations

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