Industrial relations in the future

Article Abstract:

Developments likely to occur in British industrial relations through the mid-1990s are examined, emphasizing management. Since the early 1970s, tremendous changes in British industrial relations have effected the economic, political and social welfare for the entire population of Britain, and have been the focus of considerable scholarly research and debate. Fundamental changes in the manufacturing industries in the near term are likely to continue the prominent position of labor-management relations issues through the 1990s. One of the primary reasons for the weaknesses in the British industrial relations system is the inability of successive governments to develop a true national consensus based on social fairness and the role of the workforce as an equal in economic and political institutions.

Research, Forecasts and trends, Industrial policy, Management research, Working class

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The impact of profit-sharing and employee shareholding schemes

Article Abstract:

Profit-sharing and employee stock ownership plans can be valuable if the expectations of their benefits are realistic, and if the plans are considered to be only one part of a broad spectrum of dynamic personnel management strategies. The plans can be connected to policies regarding employee participation and company democracy, with the goal of enhancing the sense of identity that employees have with their companies. The plans can enhance competitiveness through the motivation and commitment of the workforce, combined with increased flexibility, adaptability, productivity, and profitability. The introduction of the plans requires management to change its attitude toward the relationship between manager and employee, so that both become part-owners of the company.

Methods, Employee ownership, Employee benefits, Participatory management, Employee stock ownership plans, Profit sharing

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Managerial strategies and 'styles' in industrial relations: a comparative analysis

Article Abstract:

Through a cross-cultural comparison, management strategies and styles in industrial relations are studied. Variations indicate a complicated pattern that can be discussed in terms of a structural framework composed of environmental factors, cultural guidelines, ideological constraints, job environment institutions, and temporal diversity. Variables of managerial strategies and styles are illustrated with a variety of cross-national examples, including: Japanese, Nigerian, USA, France, Britain, Russia, and East Germany.

International aspects, Management, Comparative analysis, Collective bargaining

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