The Future of Employee Representation

Hyman, Richard

doi:10.1111/1467-8543.00057

Cited by 132 publications

(157 citation statements)

References 8 publications

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“…We draw on available literature to defi ne internal resources and capacities as a leadership strong enough and able to provide a vision and defi ne goals (Visser 1995;Ost 2009); identity which helps to shape unions' perception of choices, threats and opportunities (Hyman 1994(Hyman , 2001Hunt et al 1994); legitimacy or the compatibility of union goals and action with workers' demands (Hyman 1997); organizing capacity that ensures the ability to perform the expected tasks (Visser 1995); and union structures or the features of horizontal and vertical organization of unions (e.g. the extent of fragmentation, the mode of interaction with other unions), as well as the quality of links to political parties and other external actors (Avdagic 2005;Esping-Andersen and Korpi 1984;Higgins 1985).…”

Section: Strategy Formationmentioning

confidence: 99%

Emigration and labour shortages: An opportunity for trade unions in the New Member States?

Kamińska

Kahancová²

2011

European Journal of Industrial Relations

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The paper explores whether and how unions in the post-socialist EU member states have responded to the opportunity of improving their situation, offered by the increased emigration after the recent EU enlargements. Migration infl uences the labour force composition and unemployment rates, which could facilitate union organizing and bargaining position, and in consequence enhance union legitimacy and bargaining institutions. We adopt an actor-oriented framework to examine union strategies and actions, and we test the above hypotheses in the public healthcare sector largely affected by migration in Slovakia, Poland and Hungary. We argue that variation in union strategies depends mainly on the interplay of union capacities and state strategies. Slovak unions used migration-triggered labour shortages to obtain wage increases and to consolidate existing bargaining channels. In contrast, Polish unions responded to migration-induced labour shortages through industrial action, while Hungarian healthcare unions remained the least active in seizing migration-related opportunities to enhance legitimacy or bargaining institutions.

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Section: Strategy Formationmentioning

confidence: 99%

Emigration and labour shortages: An opportunity for trade unions in the New Member States?

Kamińska

Kahancová²

2011

European Journal of Industrial Relations

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“…Accordingly, Munro (2001: 454) calls for a new feminist union agenda which includes 'sensitivity to diversity' and gives more attention to the interests of working-class and black women. Hyman's (1997) analysis offers some further elaboration, recognizing the way in which interests as citizens, as well as more personalized life-style concerns, are forming part (or should form part) of union representation. Despite their mixed record historically on tackling inequalities and their weakened position in much of Europe, unions in some countries are now more comfortable with an equality agenda which recognizes elements of difference.…”

Section: Setting the Contextmentioning

confidence: 99%

Trade Union Perspectives on Diversity Management: A Comparison of the UK and Denmark

Greene

Kirton

Wrench

2005

European Journal of Industrial Relations

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▪ This article compares the viewpoints of trade union activists in the UK and Denmark on diversity management. While this concept is spreading rapidly across Europe, very different attitudes are revealed among equality activists and officials in the two countries. The article distinguishes between understandings of diversity management as a descriptor, theoretical approach, and policy approach. The main differences between the countries emerge with regard to diversity management as a policy approach, which is regarded with great scepticism in the UK and with great enthusiasm in Denmark. Explanations for these differences are offered, involving prior experiences of anti-discrimination activities, industrial relations approaches, and the wider political context.

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“…Partnership has been criticised as a confusing idea because it offers little in the way of direction. Debates have raged in the United Kingdom over the meaning of partnership, which has been described as 'all things to all people' (Hyman, 1997;Kelly, 1998;Kelly, 1999). There are a number of competing definitions.…”

Section: Partnership Lacks Claritymentioning

confidence: 99%

Transporting the European Social Partnership Model to Australia

Gollan

Patmore²

2006

Journal of Industrial Relations

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There has been a long tradition of debate over workplace democracy in Australia. Yet, workplace democracy remains one of the great unfulfilled promises of Australian labour law. While the current focus on enterprise bargaining in the workplace might encourage us to think about new information and consultation mechanisms at work, there are no legislative provisions imminent. We argue that the voluntary approach of recent Australian governments has failed to create a generally available right to information and consultation at work. In this article we therefore consider how information and consultation procedures could be introduced into Australia, drawing upon the European social partnership model and the Australian experience with employee consultation mechanisms. In particular, the article assesses employee consultation procedures in light of good workplace relations practices. The article examines how the Workplace Relations Act could be amended to incorporate a new model, and assesses its likely effectiveness in the current Australian industrial relations context.

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The Future of Employee Representation

Cited by 132 publications

References 8 publications

Emigration and labour shortages: An opportunity for trade unions in the New Member States?

Emigration and labour shortages: An opportunity for trade unions in the New Member States?

Trade Union Perspectives on Diversity Management: A Comparison of the UK and Denmark

Transporting the European Social Partnership Model to Australia

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