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Employee Relations (employee + relations)

Distribution by Scientific Domains
Business, Economics, Finance and Accounting83%

Terms modified by Employee Relations

  • employee relations survey
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    Selected Abstracts

    Corporate social performance: Creating resources to help organizations excel

    GLOBAL BUSINESS AND ORGANIZATIONAL EXCELLENCE, Issue 2 2008
    Bryan Dennis
    The most commonly employed theories of corporate social performance (CSP) tend to ignore firm-level processes and structures as sources of competitive advantage. But, by taking a resource-based view (RBV), and by enhancing a firm's capability to engage in socially responsible activities, it can potentially create its own competitive advantages. We examine four major components of CSP,community relations, the environment, diversity, and employee relations. And we show that the ability of a firm to develop its knowledge and skills,as well as policies and implementation plans and procedures,in each of these areas is a potential resource that may in fact provide competitive advantages and higher organizational performance, bringing benefits to both society and the firm. The community dimension evaluates the firm's performance in relationship to philanthropic giving and community support. The environmental aspect considers such firm stewardship activities as pollution prevention, global warming, and recycling. The diversity component measures CSP considering such factors as board member diversity and a firm's hiring, evaluation, training, and promotion policies concerning women and minorities. The employee relations dimension examines such socially responsible human resource practices as innovative employee involvement programs and profit sharing. Together, these capabilities can provide tangible and intangible resources that can provide the firm with competitive advantages. © 2008 Wiley Periodicals, Inc. [source]

    Regulating labour management in small firms

    HUMAN RESOURCE MANAGEMENT JOURNAL, Issue 3 2002
    Susan Marlow
    There is a relative paucity of evidence on the management of labour in smaller firms. Research that has been undertaken, while recognising the heterogeneity of the sector, does note the prevalence of informality regarding employee relations. Such informality could be challenged by the increasing regulation of the employment relationship following the election of successive Labour governments since 1997. To illuminate this discussion further, evidence drawn from a study of employment regulation is offered. A number of smaller firm owners and their employees were interviewed to ascertain their views on the impact of regulation on the employment relationship. Owners were largely resistant to it but felt they could accommodate changes with relatively little disruption to their existing approach to labour management. Meanwhile, most employees felt the effect of regulation would be muted due to their position as smaller firm labour. [source]

    The German model of employee relations on trial: negotiated and unilaterally imposed change in multi-national companies

    INDUSTRIAL RELATIONS JOURNAL, Issue 1 2006
    Karen Williams
    ABSTRACT This article investigates the effects of negotiated and unilaterally imposed change on employee relations in the German subsidiaries of a Finnish and a German multi-national company (MNC). We look at how the strategies affect the sustainability of the current German model of employee relations and highlight some of the disadvantages of this model for global MNCs. [source]

    Moving conventional workers compensation systems toward conflict resolution to provide better results

    ALTERNATIVES TO THE HIGH COST OF LITIGATION, Issue 11 2007
    Richard A. Posthuma
    Richard A. Posthuma, of El Paso, Texas, provides the fundamentals of installing best conflict resolution practices into a workers' comp scheme to yield lower costs and better employee relations [source]

    Work Alienation and Organizational Leadership

    BRITISH JOURNAL OF MANAGEMENT, Issue 4 2002
    J. C. Sarros
    This study examines the extent to which a leader's behaviour (i.e. transactional and transformational styles) and aspects of an organization's structure (i.e. centralization, formalization dimensions) directly and/or indirectly relate to elements of work alienation (i.e. powerlessness, meaninglessness, self estrangement). The study utilized structural equation modeling techniques to estimate the goodness of fit of a leadership,organizational structure,work alienation model based on the responses of personnel in a major US eastern seaboard fire department (a bureaucratic, quasi,military type organization) (n= 326). Goodness of fit statistics indicate good fit to the observed data. Results show that transformational leadership was associated with lower work alienation, whereas transactional leadership was associated with higher work alienation. Organizational structure was not significantly predictive of work alienation, but was negatively associated with transformational leadership and positively associated with transactional leadership. The significant indirect effects between organizational structure and work alienation, and between organizational structure and transformational leadership, provide further evidence that the leadership style of the organization has a more significant impact on feelings of work alienation than antecedent conditions such as organization rigidity. The study argues that managers as well as leaders need to question bureaucratic orientations to work and manager Ã,employee relations by rethinking their value orientations and adapting new models that encourage individual fulfilment, learning and personal development. [source]