HRM与工业关系(ppt 34页)(英文版)
合集下载
- 1、下载文档前请自行甄别文档内容的完整性，平台不提供额外的编辑、内容补充、找答案等附加服务。
- 2、"仅部分预览"的文档,不可在线预览部分如存在完整性等问题,可反馈申请退款(可完整预览的文档不适用该条件!)。
- 3、如文档侵犯您的权益，请联系客服反馈,我们会尽快为您处理(人工客服工作时间：9:00-18:30)。
Core + peripheral employees. Segmented labour markets Job enrichment, empowerment & responsible autonomy Personal control & bureaucratic control
experience as experience within the workplace
structural factors may limit individual choice & action
bounded rationality - interrelated decisions may fix or
Unitary
Assume
Capitalist society integrated group common values,
interests, objectives
Pluralistic
• Post-capitalist society • Sectional groups - coalesce • different values, interests,
Possible Issues
Unskilled, semi-skilled & skilled. Blue-collar, white-collar. Professionalisation. Other desire the same. UK recognition of “engineers” UK “class” system & differential access to education (private schools)
rules - regulatory elements i.e. the terms & nature of the
employment relationship developed by IR processes
Stable & orderly
Unstable & disorderly?
Chris Jarvis
HRM & Industrial Relations
HRM & Industrial Relations
Chris Jarvis
1
HRM & Industrial Relations
Industrial Relations – defining the scope
male, FT, unionised, manual, “heavy” industries & public sector , restrictive practices, strikes & collective bargaining?
Employee relations - more diverse jobs: non-manual, female,
PT, non-union, services, high tech, “new” business etc Focus = regulation of employment relationship (control, adaptation, adjustment) - legal, political, econ, social, historical contexts. “Collective aspects”?
etc.
assumes Pricing +
Work - disutility. Wages compensate for less leisure
Marginal productivity gain from using one extra unit of
labour “institutionalised” labour market - wage floor, "going rate",
6
HRM & Industrial Relations
Social action (Bain & Clegg)
actor perceptions & definition of “reality” determine behaviour,
actions, relationships
work orientation is as much a result of extra-organisational
Chris Jarvis
8
HRM & Industrial Relations
Labour Market - how work is distributed within society
Issues
increase in women’s activity rates level + nature of unemployment, long vs. short-term jobs manufacturing service + globalisation vs. local
Evolution Revolution
HRM
Systems
Social action
Control over labour process
Labour market
Comparative
Wider approaches
C & Industrial Relations
at the heart ....... collective bargaining regulatory output
Rules: unilateral, joint or imposed by government substantial & procedural arrangements within-the-organisation or external rules (law, national
Input-output model
convert potential for conflict into regulation reconcile conflicts of interest through legitimate, functional
processes & institutions
“operating within & outside the workplace concerned with determining & regulating employment relationships.”
Chris Jarvis
2
HRM & Industrial Relations
Unitary
structures of control. Braverman - to achieve capital’s objectives - specialisation, standardisation, simplification, substitute technology for labour (Taylor), de-skilling? Critique?
objectives
Marxist
• Capitalist • Division of labour/capital • social imbalance + inequalities -
power, wealth etc
Nature of conflict
one authority /loyalty • irrational + fractional
significantly shift values, focus, roles or relationships.
instrumental & value-based considerations
Chris Jarvis
7
HRM & Industrial Relations
Control over labour process
Pluralistic
Marxist
Authoritarian Paternalism
Cooperation Conflict
Approaches to IR
Input
Conversion Output
Conflict differences
Institutions & processes
Regulation (rules)
compromise + agreement
•
legitimate
•
internal, integral to workplace •
accepted role in econ &
managerial relations
•
inherent in econ. & social systems disorder - precursor to change
market regulation strategies + dual labour markets Economic labour market model
Pay = price mechanism (SS/DD. elasticity & equilibrium)
One market (same £for all) or differentiated by skill, job, location
transformation in inputs by labour using tools & methods.
Products, under capitalism, become exchangable, marketable
commodities. Relevance to banking, retailing, local gov’t etc ? labour-capital relationship - essentially exploitative (ownership, surplus value, logic of efficiency & savings,
range (quartiles), collective bargaining vs. individual
negotiation.
Chris Jarvis
9
HRM & Industrial Relations
Labour Market - social acceptance & hierarchies
•
Conflict resolution
coercion
•
TU Role
intrusive
•
anachronistic
•
only accepted if forced•
competitive authority /loyalty •
(formal/informal)
•
inevitable, rational, structural
actors
contexts (influences & constraints on decisions & action e.g.
market, technologigy, demography, industrial structure)
ideology - beliefs affecting actor views - shared or in conflict
change society
employee response to capitalism mobilise, express class consciousness develop political awareness & activity
Chris Jarvis
4
HRM & Industrial Relations
& labour divisions. Government interest Passive & active policies Retirement age, unemployment benefit, training, job support Who pays - via taxation or direct Er /Ee contributions? Interventionist & corporatist approaches (state regulation) Deregulation - free, flexible labour market, pay decided by “ability to pay”.
agreements)
varying degrees of formality
Chris Jarvis
5
HRM & Industrial Relations
Systems approach (Dunlop 1958)
IR - a social sub-system within the econ. & political systems Components
experience as experience within the workplace
structural factors may limit individual choice & action
bounded rationality - interrelated decisions may fix or
Unitary
Assume
Capitalist society integrated group common values,
interests, objectives
Pluralistic
• Post-capitalist society • Sectional groups - coalesce • different values, interests,
Possible Issues
Unskilled, semi-skilled & skilled. Blue-collar, white-collar. Professionalisation. Other desire the same. UK recognition of “engineers” UK “class” system & differential access to education (private schools)
rules - regulatory elements i.e. the terms & nature of the
employment relationship developed by IR processes
Stable & orderly
Unstable & disorderly?
Chris Jarvis
HRM & Industrial Relations
HRM & Industrial Relations
Chris Jarvis
1
HRM & Industrial Relations
Industrial Relations – defining the scope
male, FT, unionised, manual, “heavy” industries & public sector , restrictive practices, strikes & collective bargaining?
Employee relations - more diverse jobs: non-manual, female,
PT, non-union, services, high tech, “new” business etc Focus = regulation of employment relationship (control, adaptation, adjustment) - legal, political, econ, social, historical contexts. “Collective aspects”?
etc.
assumes Pricing +
Work - disutility. Wages compensate for less leisure
Marginal productivity gain from using one extra unit of
labour “institutionalised” labour market - wage floor, "going rate",
6
HRM & Industrial Relations
Social action (Bain & Clegg)
actor perceptions & definition of “reality” determine behaviour,
actions, relationships
work orientation is as much a result of extra-organisational
Chris Jarvis
8
HRM & Industrial Relations
Labour Market - how work is distributed within society
Issues
increase in women’s activity rates level + nature of unemployment, long vs. short-term jobs manufacturing service + globalisation vs. local
Evolution Revolution
HRM
Systems
Social action
Control over labour process
Labour market
Comparative
Wider approaches
C & Industrial Relations
at the heart ....... collective bargaining regulatory output
Rules: unilateral, joint or imposed by government substantial & procedural arrangements within-the-organisation or external rules (law, national
Input-output model
convert potential for conflict into regulation reconcile conflicts of interest through legitimate, functional
processes & institutions
“operating within & outside the workplace concerned with determining & regulating employment relationships.”
Chris Jarvis
2
HRM & Industrial Relations
Unitary
structures of control. Braverman - to achieve capital’s objectives - specialisation, standardisation, simplification, substitute technology for labour (Taylor), de-skilling? Critique?
objectives
Marxist
• Capitalist • Division of labour/capital • social imbalance + inequalities -
power, wealth etc
Nature of conflict
one authority /loyalty • irrational + fractional
significantly shift values, focus, roles or relationships.
instrumental & value-based considerations
Chris Jarvis
7
HRM & Industrial Relations
Control over labour process
Pluralistic
Marxist
Authoritarian Paternalism
Cooperation Conflict
Approaches to IR
Input
Conversion Output
Conflict differences
Institutions & processes
Regulation (rules)
compromise + agreement
•
legitimate
•
internal, integral to workplace •
accepted role in econ &
managerial relations
•
inherent in econ. & social systems disorder - precursor to change
market regulation strategies + dual labour markets Economic labour market model
Pay = price mechanism (SS/DD. elasticity & equilibrium)
One market (same £for all) or differentiated by skill, job, location
transformation in inputs by labour using tools & methods.
Products, under capitalism, become exchangable, marketable
commodities. Relevance to banking, retailing, local gov’t etc ? labour-capital relationship - essentially exploitative (ownership, surplus value, logic of efficiency & savings,
range (quartiles), collective bargaining vs. individual
negotiation.
Chris Jarvis
9
HRM & Industrial Relations
Labour Market - social acceptance & hierarchies
•
Conflict resolution
coercion
•
TU Role
intrusive
•
anachronistic
•
only accepted if forced•
competitive authority /loyalty •
(formal/informal)
•
inevitable, rational, structural
actors
contexts (influences & constraints on decisions & action e.g.
market, technologigy, demography, industrial structure)
ideology - beliefs affecting actor views - shared or in conflict
change society
employee response to capitalism mobilise, express class consciousness develop political awareness & activity
Chris Jarvis
4
HRM & Industrial Relations
& labour divisions. Government interest Passive & active policies Retirement age, unemployment benefit, training, job support Who pays - via taxation or direct Er /Ee contributions? Interventionist & corporatist approaches (state regulation) Deregulation - free, flexible labour market, pay decided by “ability to pay”.
agreements)
varying degrees of formality
Chris Jarvis
5
HRM & Industrial Relations
Systems approach (Dunlop 1958)
IR - a social sub-system within the econ. & political systems Components