Personnel Policies in Large Nonunion Companies.

Heneman, Herbert G.; Foulkes, Fred K.

doi:10.2307/2522343

Cited by 25 publications

(2 citation statements)

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“…More manageable workloads and stable hours, in turn, could free up time for established and new roles to coordinate. The second mechanism, the spillover effect, was documented in large manufacturing corporations in the post‐war US, where managers adopted traditional union policies like internal hiring, higher wages and training in non‐union organizations to mitigate the need for trade unions (Foulkes, 1980; Kochan et al., 1986). A spillover extends this better work environment into the non‐union sector.…”

Section: Perspectives On New Work Rolesmentioning

confidence: 99%

Institutional support for new work roles: The case of care coordinators in the United States and England

Krachler

2023

Brit J Industrial Rel

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Drawing on comparative employment relations literature, this article explores how employment relations (ER) institutions support the ‘care coordinator’, a new role tasked with aiding the exchange of information between health and social services in the United States and the UK. Findings show that in both countries, multi‐employer collective bargaining facilitated this role by providing good working conditions and a stable work environment; additionally, the new role performed better in England due to the broader scope of bargaining and supportive management practices. The article advances a comparative institutional perspective on the creation of new tasks focused on sub‐national (sectoral and regional) ER.

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Section: Perspectives On New Work Rolesmentioning

confidence: 99%

Institutional support for new work roles: The case of care coordinators in the United States and England

Krachler

2023

Brit J Industrial Rel

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“…During the 1960s, the full employment model of human resources development became prevalent among large, nonunion firms, such as IBM, Kodak, Procter and Gamble, Hewlett Packard, and Cummins Engine. 48 The essence of this model is that labor productivity depends on two factors-remaining free of the rigid work rules and effort norms associated with the industrial relations model and creating an employment culture that fosters effort as well as flexibility.…”

Section: Full Employment Modelmentioning

confidence: 99%

Workplace Turbulence and Workforce Preparedness

Doeringer,

Christensen,

Flynn

et al. 1991

Turbulence in the American Workplace

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The year 1973 marked a divide in the postwar economy.1 During the 25 years between 1948 and 1973, private sector productivity increased at an annual rate of 2.9%. Productivity improvement after 1973 fell way below this long-term trend, leveling off at about 0.6% a year until 1981 and rising to only l.61J/o a year between 1981 and 1987. A similar pattern is reflected in the real wages of the workforce.2

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The Employer Size-Wage Differentials in Taiwan

Chuang

Hsu

2004

Small Business Economics

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Personnel Policies in Large Nonunion Companies.

Cited by 25 publications

References 0 publications

Institutional support for new work roles: The case of care coordinators in the United States and England

Institutional support for new work roles: The case of care coordinators in the United States and England

Workplace Turbulence and Workforce Preparedness

The Employer Size-Wage Differentials in Taiwan

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