When pay gets personal
Article Abstract:
There is a trend in the UK toward personal contracts for particular groups of managers and white-collar workers previously covered by collective bargaining. Personal contracts have become popular because of the shortage of good managers and the growing flexibility trend. Personal contracts are contracts that bypass at least one element of an existing union agreement. The bypassed elements are settled on an individual basis between employees and their managers. The National Health Service (NHS) has claimed that it was the first major employer in the UK to use personal contracts. Many public sector companies and recently privatized companies have made similar agreements. The employees who have refused to sign personal contracts are still covered by a union agreement, which leaves personnel departments with extra work to do.
Publication Name: Personnel Management
Subject: Human resources and labor relations
ISSN: 0031-5761
Year: 1990
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The forgotten carers
Article Abstract:
Approximately 600,000 people who look after elderly relatives on an unpaid basis in the UK have full or part-time jobs, but employers are offering little support. Demographic trends indicate that the proportion of people caring for elderly relatives will increase in the future as the work force becomes older and as women make up a larger percentage of the labor force. A case study by the Institute of Personnel Management indicates that usually, businesses only have provisions for short-term crisis and do not make allowances for employees providing long-term dependant care. Employers must develop care-friendly employment practices offering flexible employment options to those employers who must combine work and family commitments if they are to maintain a stable and highly motivated workforce.
Publication Name: Personnel Management
Subject: Human resources and labor relations
ISSN: 0031-5761
Year: 1990
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Do the Japanese make better managers?
Article Abstract:
A comparative study of British and Japanese companies revealed that, in general, Japanese companies accorded a high priority to training and development, whereas, their British counterparts remained ambivalent about its value. This fundamental difference was revealed in several general trends. The Japanese managers had a markedly higher level of education and considered continuous development programs and exposure to role models as important aspects in their rise to management positions. There was a crucial contrast in the understanding of the concept of management development and of the role line managers should play in developing their subordinates. One key point revealed was the growing recognition of the imperative need to improve management education in Britain.
Publication Name: Personnel Management
Subject: Human resources and labor relations
ISSN: 0031-5761
Year: 1991
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