Engineering tools up for local bargaining

Article Abstract:

The Engineering Employers Federation (EEF) withdrew from bargaining in national level labor negotiations involving the Confederation of Shipbuilding and Engineering Unions (CSEU) in late 1989. The withdrawal is indicative of the union's move to negotiate working hours at the local level and was prompted by pressure from the UK government to adopt a bargaining system that better reflects local conditions and the fact that national minimum pay rates set by the EEF had been exceeded by locally negotiated levels. Large companies had been moving towards more flexible working conditions, and the EEF had found it difficult to arrive at a consensus on labor issues because of the widening gap between the interests of its members. Some CSEU officials and managers predict national bargaining will return if union strength grows, and the EEF does not rule out national level negotiations in the future.

Labor relations, Engineering Employers' Federation, Engineers, Confederation of Shipbuilding and Engineering Unions

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Guinea-pigs in the EITB's hothouse

Article Abstract:

The Engineering Industry Training Board (EITB) and Dunchurch Management College have created a training education program in Great Britain to transform engineers with management experience into skilled managers. The one year program is comprised of three components: local university courses on a student's own time; a work-based project undertaken to enhance a company's profitability; and seven weekends of instruction at Dunchurch. Pioneered by the EITB as an answer to the needs of businesses unable to afford innovative training or release personnel, the program shifts time commitments onto students; allows students to continue working while attending school; and provides students with managerial skills.

United Kingdom, Study and teaching, Business and education, Industry and education, Industrial management, United Kingdom. Engineering Industry Training Board, Dunchurch Management College

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Ralph Orrico

Article Abstract:

Rank Xerox Human Resources Dir Ralph Orrico believes in the importance of promoting employee motivation and satisfaction. He notes that since people are the key assets of a company, they can provide the competitive advantage needed to leverage a company's position in the marketplace. He points out that Rank Xerox Ltd integrates quality improvement initiatives with its employee motivation programs through a bonus system linked to the company's strategic goals. Orrico also outlines some of his priorities in improving personnel operations at Rank Xerox Ltd, such as management development and the expansion of employee training programs.

Office equipment, Analysis, Office equipment and supplies industry, Office equipment industry, Human resource management, Employee motivation, Rank Xerox Ltd., Orrico, Ralph

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