Looking for the end of Rambo
Article Abstract:
'Rambo managers' are those who bully employees, playing on their fears, trying to undermine trade unionism, disregarding established agreements or practices, and demanding too much from their workers, all in the name of asserting the right of management to manage. Now that there is a period of calm in industrial relations, the way in which managers approach collective bargaining and trade unionism can be evaluated to determine how the calmness can be extended into the future. It is necessary to consider to what extent the Rambo-esque management style was forced upon managers by economic conditions and by long periods of unsuccessful labor negotiations. Trade unions and managers must work together to create a business environment that serves the interests of the workers, as well as those of the enterprise.
Publication Name: Personnel Management
Subject: Human resources and labor relations
ISSN: 0031-5761
Year: 1986
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The unsung heroes of dispute resolution
Article Abstract:
The role played by third-party arbitrators such as the Trades Union Congress (TUC) and the Advisory, Conciliation, and Arbitration Service in labor dispute resolution over the 1980s in Great Britain has confirmed the importance of the services they provide. Such external means of dispute resolution and industrial relations in general were greatly affected by policies of the government. The conclusions that can be drawn form the events of the 1980s include employers and unions should regularly review their disputes and grievance procedures; the Conservative government has not and will not directly intervene in disputes, and pay comparability is still an important element of pay determination.
Publication Name: Personnel Management
Subject: Human resources and labor relations
ISSN: 0031-5761
Year: 1990
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Managing without stress
Article Abstract:
The recent fixation with moderating stress in business environments has led to some unfortunate conclusions. One is that coping well somehow equates with freedom from psychological disturbance in a crisis. This is not true; even a stress-hardened veteran will have problems after a deep shock. Personnel managers should recognize this situation and look for clues of psychological disturbance early. These clues are detailed to help the personnel manager identify and help stressed employees.
Publication Name: Personnel Management
Subject: Human resources and labor relations
ISSN: 0031-5761
Year: 1986
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