Suchergebnisse

In Part 1, this paper provides an overview of historical, legal, political and cultural factors which have shaped, to this day, the system of industrial relations in France. Drawing on the quantitative results of an on-line survey and on the qualitative analysis of a series of interviews with a sample of HR managers in France, Part 2 and 3 analyze how employers perceive Employee Representatives when it comes to social dialogue: eight factors impacting the quality of industrial relations are summarized. Building on this, Part 4 introduces eight suggestions to improve the quality of social dialogue in France. ; Dans sa première partie, cet article rappelle le contexte historique, juridique, politique et culturel qui a façonné, jusqu'à ce jour, la tradition française de dialogue social. À partir des résultats d'une enquête quantitative en ligne et d'une série d'entretiens semi-dirigés auprès d'un échantillon de directeurs ou responsables de ressources humaines en France, les parties 2 et 3 analysent comment les employeurs perçoivent les représentants du personnel en matière de qualité du dialogue social : huit facteurs-clefs sont mis en exergue. La dernière partie de l'article propose, en regard, huit suggestions de nature à améliorer la qualité du dialogue social en France.

In Part 1, this paper provides an overview of historical, legal, political and cultural factors which have shaped, to this day, the system of industrial relations in France. Drawing on the quantitative results of an on-line survey and on the qualitative analysis of a series of interviews with a sample of HR managers in France, Part 2 and 3 analyze how employers perceive Employee Representatives when it comes to social dialogue: eight factors impacting the quality of industrial relations are summarized. Building on this, Part 4 introduces eight suggestions to improve the quality of social dialogue in France. ; Dans sa première partie, cet article rappelle le contexte historique, juridique, politique et culturel qui a façonné, jusqu'à ce jour, la tradition française de dialogue social. À partir des résultats d'une enquête quantitative en ligne et d'une série d'entretiens semi-dirigés auprès d'un échantillon de directeurs ou responsables de ressources humaines en France, les parties 2 et 3 analysent comment les employeurs perçoivent les représentants du personnel en matière de qualité du dialogue social : huit facteurs-clefs sont mis en exergue. La dernière partie de l'article propose, en regard, huit suggestions de nature à améliorer la qualité du dialogue social en France.

In Part 1, this paper provides an overview of historical, legal, political and cultural factors which have shaped, to this day, the system of industrial relations in France. Drawing on the quantitative results of an on-line survey and on the qualitative analysis of a series of interviews with a sample of HR managers in France, Part 2 and 3 analyze how employers perceive Employee Representatives when it comes to social dialogue: eight factors impacting the quality of industrial relations are summarized. Building on this, Part 4 introduces eight suggestions to improve the quality of social dialogue in France. ; Dans sa première partie, cet article rappelle le contexte historique, juridique, politique et culturel qui a façonné, jusqu'à ce jour, la tradition française de dialogue social. À partir des résultats d'une enquête quantitative en ligne et d'une série d'entretiens semi-dirigés auprès d'un échantillon de directeurs ou responsables de ressources humaines en France, les parties 2 et 3 analysent comment les employeurs perçoivent les représentants du personnel en matière de qualité du dialogue social : huit facteurs-clefs sont mis en exergue. La dernière partie de l'article propose, en regard, huit suggestions de nature à améliorer la qualité du dialogue social en France.

This book presents the most recent theoretical insights and practical intervention methods to (re)build trust between management and organized employees in organizations. Offering a multidisciplinary perspective on trust and conflict management in organizations, the book draws from diverse fields such as organizational psychology, business, law, industrial relations and sociology. It examines the often encountered breaches of trust between management and organized workers, and the resulting destructive social conflicts, social actions, strikes or dramatic business decisions. Its focus is on trust and conflict management at the organizational level in an industrial relations context: that of employee representatives and management. The book introduces a new theoretical approach: the Tree of Trust, designed to analyse and mediate the interconnected levels of trust and distrust in industrial relations. It presents case studies and practical recommendations to build trust and constructive conflict management in the organizations, and illustrates these by means of experiences from different countries around the globe.

Integrative negotiation in which employers and employees create value is a major necessity in the current challenging context. Collective labor negotiations in organizations are traditionally focused on mostly distributive issues, such as pay, working hours, and holidays. However, the current situation demands the inclusion of other issues of a potentially more integrative nature, such as telework, sustainability, and risk prevention, the enhancement of which is a major challenge for organizations. In this study, we explore the negotiation process between management and employee representatives (ERs), analyzing the roles of trust and trustworthiness. We collected data from 614 human resources managers from different organizations in 11 European countries. The results confirm that ERs who management perceive to be trustworthy have a greater influence on negotiation, particularly with regard to integrative as opposed to distributive issues, and that trust partially mediates this relationship.

Integrative negotiation in which employers and employees create value is a major necessity in the current challenging context. Collective labor negotiations in organizations are traditionally focused on mostly distributive issues, such as pay, working hours, and holidays. However, the current situation demands the inclusion of other issues of a potentially more integrative nature, such as telework, sustainability, and risk prevention, the enhancement of which is a major challenge for organizations. In this study, we explore the negotiation process between management and employee representatives (ERs), analyzing the roles of trust and trustworthiness. We collected data from 614 human resources managers from different organizations in 11 European countries. The results confirm that ERs who management perceive to be trustworthy have a greater influence on negotiation, particularly with regard to integrative as opposed to distributive issues, and that trust partially mediates this relationship.

In the current context of limited resources and economic, social and labour changes, organizational conflicts are becoming more and more competitive. Two possible explanations for this approach to conflict in Spain are the low trust between unions and management and the long tradition of confrontation in industrial relations. In this study we analyse the conflict pattern from worker representatives and the relation to trust in management and union support. The hypotheses are tested in a quantitative study of 719 representatives. Results show that a) representatives use a competitive conflict style; b) trust is negatively related to this style; and c) union support is positively related to the style. We explore how societal culture and historical industrial relations tradition explain these relations.

Healthcare workers were more than essential during the COVID-19 pandemic, a fact that is recognized by societies the world over. However, in many countries, healthcare workers are not satisfied with their working conditions, which has resulted in frequent protests and strikes. One such country is Spain. How can the theory of social dialogue contribute to explaining and improving healthcare workers' conditions during a healthcare crisis such as this one? In this paper, we aim to explore what it is really like for healthcare professionals working under these challenging circumstances, and link their experience to the theory of social dialogue in order to engage in a double process of contribution: from practice to theory and vice versa. In order to do so, we first explore the real-world problems encountered by professionals, focusing particularly on cases in Spain, before reviewing theoretical approaches to the study of social dialogue in organizations, an area that has received very little attention in the revised academic literature. Finally, we show how constructive social dialogue can be an effective tool for improving working conditions for healthcare workers.