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Journal articles on the topic '3505 Human resources and industrial relations'

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Published: 10 January 2023
Last updated: 28 January 2023

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1

Kaufman, Bruce E. "Human resources and industrial relations." Human Resource Management Review 11, no. 4 (December 2001): 339–74. http://dx.doi.org/10.1016/s1053-4822(01)00045-6.

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2

Morgan, David. "Book Reviews : Managing Human Resources and Industrial Relations." Journal of Industrial Relations 36, no. 2 (June 1994): 299–302. http://dx.doi.org/10.1177/002218569403600207.

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3

Greenwood, Michelle. "Book Review: The Ethics of Human Resources and Industrial Relations." Journal of Industrial Relations 48, no. 4 (September 2006): 550–52. http://dx.doi.org/10.1177/0022185606067921.

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4

Marco Lajara, Bartolomé, Francisco García Lillo, and Vicente Sabater Sempere. "Human resources management." Employee Relations 25, no. 1 (February 2003): 61–80. http://dx.doi.org/10.1108/01425450310453526.

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5

Shepheard, Jennie. "Industrial Relations and Human Resources: Management Challenges for Health Information Managers." Health Information Management Journal 40, no. 1 (March 2011): 4–6. http://dx.doi.org/10.1177/183335831104000101.

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6

Klikauer, Thomas, Bruce E. Kaufman, Richard A. Beaumont, and Roy B. Helfgott. "Industrial Relations to Human Resources and beyond: The Evolving Process of Employee Relations Management." Industrial and Labor Relations Review 57, no. 2 (January 2004): 302. http://dx.doi.org/10.2307/4126622.

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7

Gerhart, Paul F. "Book Review: Human Resources: Human Resource Management and Industrial Relations: Text, Readings, and Cases." ILR Review 39, no. 3 (April 1986): 465–66. http://dx.doi.org/10.1177/001979398603900329.

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8

Heller, Frank. "The under-utilization of human resources in industrial relations theory and practice." International Journal of Human Resource Management 4, no. 3 (September 1993): 631–44. http://dx.doi.org/10.1080/09585199300000040.

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9

Barkin, Solomon. "Human Resources Management Examines itself and its Limitations." Discussion 44, no. 3 (April 12, 2005): 691–702. http://dx.doi.org/10.7202/050521ar.

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In the present paper, the author is analysing and criticizing the prevalence of human resources management (HRM) in the study of industrial relations over the past few years, as shown in a previous article of this journal. This controversial topic is subject to discussion and exchange of views which can be sustained through this forum.
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10

Ponzellini, Anna. "Innovation in Pay Policies Between Industrial Relations and the Management of Human Resources." Management Research News 14, no. 10 (October 1991): 9–11. http://dx.doi.org/10.1108/eb028169.

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11

Lansbury, R. "The Superannuation Issue and Industrial Relations A Role for the Human Resources Specialist?" Asia Pacific Journal of Human Resources 24, no. 4 (November 1, 1986): 40–44. http://dx.doi.org/10.1177/103841118602400411.

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12

Cappelli, Peter. "Book Review: Human Resources, Personnel, and Organizational Behavior: New Technology and Industrial Relations." ILR Review 43, no. 1 (October 1989): 147–48. http://dx.doi.org/10.1177/001979398904300122.

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13

Ponzellini, Anna Maria. "Innovation in pay policies between industrial relations and the management of human resources." International Journal of Human Resource Management 3, no. 2 (September 1992): 211–23. http://dx.doi.org/10.1080/09585199200000147.

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14

Froehlich, T. "e-Human Resources Management: Managing Knowledge People." IEEE Transactions on Professional Communication 49, no. 2 (June 2006): 199–201. http://dx.doi.org/10.1109/tpc.2006.875087.

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15

Klikauer, Thomas. "Book Review: Labor-Management Relations: Industrial Relations to Human Resources and Beyond: The Evolving Process of Employee Relations Management." ILR Review 57, no. 2 (January 2004): 302–3. http://dx.doi.org/10.1177/001979390405700208.

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16

Jain, Nikunj Kumar, Subhashis Sinha, and N. S. Iyer. "Industrial relations (Union) issues at Asian Paints Ltd." Emerald Emerging Markets Case Studies 8, no. 2 (June 20, 2018): 1–22. http://dx.doi.org/10.1108/eemcs-05-2017-0086.

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Subject area Human Resources Management (HRM), Industrial Relations and Strategic Management. Study level/applicability Post-graduate students or executive post-graduate students, Core course in Human resources Management (HRM), Industrial Relations or Strategic Management or in elective courses in Industrial Relations and Strategic HRM. Case overview The Personnel manager of Asian Paints Ltd., Cuddalore (Tamil Nadu) factory, found himself in a Catch 22 situation when a Union leader of the manufacturing unit refused to work. The Union leader had been transferred from the Quality Assurance department to the Production department. The case describes the sequence of events and the backdrop in which the aforementioned situation had unfolded. Given the circumstances that prevailed in the factory, the personnel manager’s decision was likely to have significant impact on the factory’s output. Expected learning outcomes The student will be able to understand the industrial relations/Union issues in a company and the role of different stakeholders, namely, management, Union, workmen and the government in a conflict scenario. The student will learn the application of principles of natural justice and will be able to evaluate the Industrial Relations (IR) strategy adopted by the organizations to prevent labor unrest at the workplace. The student will understand the impact of critical management decisions on the organization’s performance in an uncertain global environment. Supplementary materials Teaching notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes. Subject code CSS 6: Human Resource Management.
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17

Thomas, Mark A. "What is a Human Resources Strategy?" Employee Relations 12, no. 3 (March 1990): 12–16. http://dx.doi.org/10.1108/01425459010000388.

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18

Klingner, Donald. "Book Review: Managing Human Resources in Latin America." Journal of Industrial Relations 48, no. 1 (February 2006): 122–24. http://dx.doi.org/10.1177/002218560604800111.

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19

Willcocks, Leslie, and David Mason. "NEW TECHNOLOGY, HUMAN RESOURCES AND WORKPLACE RELATIONS — THE ROLE OF MANAGEMENT." Employee Relations 10, no. 6 (June 1988): 3–8. http://dx.doi.org/10.1108/eb055132.

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20

BAREEVA, Irkyam Adgamovna, Sergey Mikhailovich VASIN, Galina Alekseevna SUGROBOVA, and Lunika Nikolaevna KORCHAGINA. "Social Partnership in Human Resources Management." Journal of Advanced Research in Law and Economics 8, no. 8 (August 30, 2018): 2339. http://dx.doi.org/10.14505/jarle.v8.8(30).04.

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The present article provides a retrospective analysis of the views of various authors on the problem of social partnership, considering social partnership as an alternative to social confrontation, as a means to harmonize the interests of various social groups in the process of resolving emerging contradictions in various areas of public practice. It was pointed out that partnership allows striking a balance of mutual interests in achieving an overall objective, effectively allocating the available resources and opportunities. The article presents the analysis of the activities of a trade union organization as a social partner, the analysis of social and labor relations in an industrial business. The authors have revealed significant problems in the field of social partnership, on which they have developed several practical recommendations.The analysis is based on social activity index calculation in a trade union organization. To comply with confidentiality requirements, property rights and trade secrets, the enterprise name is not listed.
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21

Carić, Marko, Radivoj Prodanović, Amina Khoja, and Jovana Gardašević. "Human resources management in domestic agricultural enterprises." Ekonomija: teorija i praksa 15, no. 2 (2022): 14–32. http://dx.doi.org/10.5937/etp2202014c.

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The aim of this paper is to identify key human resource management activities in domestic agricultural enterprises and their scope, as well as accompanying problems. The research used a quantitative method, ie. a written structured survey was conducted via the Internet. The survey included 64 companies, and 29 or 43% responded. The results of the research show that domestic agricultural companies mainly carry out human resource management activities. In 17% of companies, a professional manager is hired, while in most directors they are superior to employees. Furthermore, the research found that most attention is paid to rewarding, motivating, training employees and managing safety at work, while job evaluation, socialization, cooperation with educational institutions and measuring employee satisfaction are of secondary importance. Personnel problems such as low motivation, work discipline, disturbed interpersonal relations, employee turnover, engagement of seasonal workers and lack of interest in training were expressed. An effective personnel policy can prevent staffing problems and improve productivity. We advise companies to consider investing in a quality manager, who would deal exclusively with human resources.
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22

Spooner, Keri. "Book Reviews : Australian Human Resources Management Framework and Practice." Journal of Industrial Relations 31, no. 1 (March 1989): 132–33. http://dx.doi.org/10.1177/002218568903100114.

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23

Sukmo Hadi Nugroho. "The role of human resources management in organizational perspective." Global Journal of Engineering and Technology Advances 10, no. 3 (March 30, 2022): 012–18. http://dx.doi.org/10.30574/gjeta.2022.10.3.0040.

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This research aims to determine the role of human resource management in organizations. This research uses a literature review method. From the discussion, it can be concluded that human resource management has three functions, namely managerial functions, operational functions, and functions to achieve organizational goals in an integrated manner. Meanwhile, the duties of human resource management are staff procurement, human resource development, compensation management, occupational safety and health, labor relations, and industrial relations. The main objective of human resource management is to increase the contribution of human resources (employees) to the organization. It can be understood that all organizational activities in achieving its goals depend on the humans who manage the organization. Therefore, employees must be managed properly so that they can assist the organization in achieving the organizational goals that have been determined. To achieve the objectives of human resource management carried out by HR managers, and managers on all lines of the company and outsourcing.
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24

Warner, Malcolm. "Economic reforms, industrial relations and human resources in the People's Republic of China: an overview." Industrial Relations Journal 27, no. 3 (September 1996): 195–210. http://dx.doi.org/10.1111/j.1468-2338.1996.tb00769.x.

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25

Ray, Pranabesh. "Book Review: Cases on South Asia Human Resources and Industrial Relations (Volume I & II)." Management and Labour Studies 25, no. 3 (July 2000): 225–26. http://dx.doi.org/10.1177/0258042x0002500312.

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26

Hayton, James C., and Glenn M. McEvoy. "Innovations in teaching in human resources and industrial relations: Editors' introduction to the special issue." Human Resource Management Review 15, no. 3 (September 2005): 183–86. http://dx.doi.org/10.1016/j.hrmr.2005.11.001.

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27

Kaye, Michael M., and Marilyn D. Dyason. "Harnessing human resources to achieve business excellence." TQM Magazine 10, no. 5 (October 1998): 387–96. http://dx.doi.org/10.1108/09544789810231270.

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28

Snape, Ed, Adrian Wilkinson, Mick Marchington, and Tom Redman. "Managing human resources for TQM: possibilities and pitfalls." Employee Relations 17, no. 3 (May 1995): 42–51. http://dx.doi.org/10.1108/01425459510086884.

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29

Barrales-Molina, Vanesa, Francisco Javier Llorens Montes, and Leopoldo J. Gutierrez-Gutierrez. "Dynamic capabilities, human resources and operating routines." Industrial Management & Data Systems 115, no. 8 (September 14, 2015): 1388–411. http://dx.doi.org/10.1108/imds-02-2015-0058.

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Purpose – The purpose of this paper is to explain the outcomes and role of dynamic capabilities (DCs). To explain the outcomes, the authors study the relationship between new product development (NPD) (an example of DCs) and metaflexibility. To explain the role of DCs, the authors study how human resources and operating routines moderate the role of DCs in achieving adaptation in the firm. Design/methodology/approach – Using data from 200 managers of Spanish firms, the authors apply regression analysis to test the moderating role of human resources and operating routines in the relationship between NPD and metaflexibility. Findings – The results demonstrate that highly qualified and committed workers enhance the effectiveness of NPD, while high frequency in repetition of operating routines significantly damages such effectiveness. Research limitations/implications – This study is limited to analysing a unique DC (NPD), but future research could explore contributions on other consolidated DCs (e.g. alliance management capability) and compare results. Also, the database on managerial perceptions rather than objective measures. Practical implications – Managers who must address environmental changes should connect generation of DCs to complementary functional strategies, especially human resources strategy. Originality/value – This paper suggests additional outcomes derived from DCs, such as metaflexibility. It attempts to understand the complex process by which DCs interact to modify operating routines in order to respond to environmental changes.
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30

Алиев, Ульви Алиевич, and Виктор Ивглафович Сигов. "Social and Psychological Aspects of Managing Human Resources at Industrial Enterprises in Transition to Liberal-Market Model." ЖУРНАЛ ПРАВОВЫХ И ЭКОНОМИЧЕСКИХ ИССЛЕДОВАНИЙ, no. 1 (March 15, 2020): 105–9. http://dx.doi.org/10.26163/gief.2020.11.33.018.

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Актуальность исследования обосновывается тем, что переход от патерналистской к рыночной модели управления человеческими ресурсами предприятий принципиальным образом меняет систему социально-трудовых отношений. В статье показано, что модель государственного патернализма, которая лежала в основе государственного подхода к управлению человеческими ресурсами предприятий, подвергается серьезным изменениям при переходе к управлению на основе либерально-экономической модели. Обосновано, что успешность деятельности предприятий на этапе перехода к парадигме либерально-рыночных отношений будет определяться способностью менеджмента модифицировать управление человеческими ресурсами. The transition from paternalistic to market model of human resources management at enterprises dramatically changes the system of social-labor relations, which determines the relevance of the research. We demonstrate that the model of state paternalism that formed the basis of government approach to human resources management at enterprises is being changed in transition to management based on liberal-economic model. We prove that successful performance of enterprises during the transition to the paradigm of liberal-market relations will rely on the ability of management to modify the human resources management.
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31

Mahavong, Anongsack. "Human resource management system with human relations perspective in the industrial revolution 4.0 era in high schools." Journal of Sustainability Science and Technology 2, no. 1 (June 6, 2022): 13–24. http://dx.doi.org/10.23960/josst.v2i1.19.

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It is widely accepted that human existence has now changed dramatically as a result of the Fourth Industrial Revolution in terms of thinking, living, and interacting. The fast advancement of technology has had a significant impact on this transition. Equally significant is the impact of the Fourth Industrial Revolution on education. To be able to synergize with the world's rapid growth, education, the engine of cultural change and progress, must be responsive to the onset of this era. Human resource management is the most important factor in enhancing the quality of education so it can adapt to rapidly-changing circumstances in order to deal with this type of change. Human resource management can benefit from an understanding of human relations. This method is effective for humanizing employees in organizations, allowing them to work safely, cheerfully, and with a sense of fulfilment because they are respected. High school education is intended to prepare students to manage human resources effectively. Human connections should prepare high school students for the fourth industrial revolution.
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32

Shen, Jie. "An Analysis of Changing Industrial Relations in China." International Journal of Comparative Labour Law and Industrial Relations 22, Issue 3 (September 1, 2006): 347–68. http://dx.doi.org/10.54648/ijcl2006018.

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Abstract: This paper explores changing industrial relations in China by reviewing the existing literature and analysing a recent industrial relations survey conducted by the Shanghai Municipal Trade Union Council. During the transition from a planned economy to a quasi-market one, a harmonic relationship has been replaced by widespread labour disputes between enterprise management and workers. The growing violations of workers? rights are mainly due to diversity of ownership, a lack of regulations for human resources management, extended management power over employment relations, inadequate social security, surplus labour supply and weak unions. In order to achieve social stability the Chinese government is keen to establish a system of protection of workers? rights. The current system is centred on labour arbitration that is accompanied by tripartite negotiation, collective (regional) agreements and labour courts. Unions play no more than a role of mediation, organising meetings in tripartite negotiation. Consequently, local labour bureaux or (government) industry bureaux have a strong tendency to interfere in and influence industrial relations. ?Rival? regional unions or workers? congresses set up by the union council to represent workers in their regions are emerging. However, they have not yet played an active role in solving labour disputes. Strengthening labour arbitration is the key to developing labour dispute management strategies in China given that independent unions are not possible in the near future.
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33

Kansal, Monika, and Mahesh Joshi. "Reporting human resources in annual reports." Asian Review of Accounting 23, no. 3 (September 7, 2015): 256–74. http://dx.doi.org/10.1108/ara-04-2014-0051.

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Purpose – The purpose of this paper is to investigate the extent of corporate disclosure on human resources (HR) in the annual reports of top performing Indian companies. Design/methodology/approach – The paper explores the extent to which top 82 companies from India present information about HR in their annual reports. This study examines the annual reports of each of the top Indian firms listed on the Bombay stock exchange, using the “content analysis” method. Statistical tests have been performed to analyse the difference between the HR disclosure score across public and private sectors and disclosure variations among various industrial sectors. Findings – In-house training programmes has been noticed to be the favourite item of disclosure followed by safety awards/certifications and statements regarding cordial relations with the employees/unions. A majority of the Indian firms have ignored significant HR issues such as employee welfare fund, maternity/paternity leaves, holiday benefits, employee loans and adopting old age homes, etc. Overall, the study reflects low HR related disclosures. No statistically significant difference has been found between the mean HR disclosure from one industry to another and disclosure practices of the private and the public sector companies. Practical implications – The disclosure pattern of the Indian companies suggests that they only a few companies are concerned about employees’ welfare than the rest. This may motivate a change of the disclosure policy of the rest of the firms who may follow the reporting pattern of the most disclosing ones. Originality/value – This is first study on the disclosure of HR by the Indian corporate sector in the CSR domain with a disclosure analysis for a period of nine years . This research provides new directions for the literature in this area and may promote comparative studies on HR-based studies from different perspectives.
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34

Hutchings, Katherine. "Book Reviews : Work and Society: Labour and Human Resources in East Asia." Journal of Industrial Relations 39, no. 1 (March 1997): 164–66. http://dx.doi.org/10.1177/002218569703900112.

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35

Brandenburg, Stefanie G., Carl T. Haas, and Keith Byrom. "Strategic Management of Human Resources in Construction." Journal of Management in Engineering 22, no. 2 (April 2006): 89–96. http://dx.doi.org/10.1061/(asce)0742-597x(2006)22:2(89).

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36

Thite, Mohan. "Interview with MK Ajay, Executive Vice President of Human Resources, Colgate-Palmolive (India)." South Asian Journal of Human Resources Management 7, no. 1 (May 6, 2020): 129–34. http://dx.doi.org/10.1177/2322093720914800.

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Colgate-Palmolive is a well-known American multinational corporation. It is well regarded as a very reputable, ethical, admired and sustainable company that values employee diversity. In this interview with the Head of HR of Colgate India, we can find some unique features in its management team, style and organisational culture. The interview explores the alignment and dynamics between business and HR strategies, long-term sustainable perspective on leadership at all levels, and building harmony in industrial relations.
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37

Rigby, Mike, and Miguel Ángel García Calavia. "Institutional resources as a source of trade union power in Southern Europe." European Journal of Industrial Relations 24, no. 2 (May 19, 2017): 129–43. http://dx.doi.org/10.1177/0959680117708369.

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Institutional resources are one of the sources of power available to trade unions, but recent literature has tended to pay less attention to these than to associational and organizational resources. We examine institutional resources in three Southern European countries, Greece, Portugal and Spain, which share many common characteristics. However, the character of institutional resources in Spanish industrial relations is distinctive. We examine the plasticity of industrial relations institutions in Spain in terms of labour market outcomes but argue that institutional security is an essential platform for unions seeking to develop other sources of power.
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38

Ferreira, Aristides I., Luis F. Martinez, Rosa I. Rodrigues, and Carla Ilhéu. "The impact of human resources practices on consumers’ investment intentions." Employee Relations 39, no. 4 (June 5, 2017): 475–86. http://dx.doi.org/10.1108/er-05-2016-0097.

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Purpose Research has shown that corporate policies affect customers’ decisions. The purpose of this paper is to focus on the influence of human resources (HR) practices on investment intentions in the financial sector. Design/methodology/approach Data were obtained from 548 managers and management students. Participants were presented real news regarding two banks with contrasting HR practices. Subsequently, they had to choose – from a given virtual amount – their investment allocations. Findings Results primarily showed that participants decided to invest more money in the bank which was more profitable to them, regardless of that bank’s HR practice. But, most importantly, when the news was specifically addressed to the in-group (managers), participants decided to invest more money in the bank with the HR practice by which they identified more, although being less profitable to them. Originality/value The findings demonstrate the urgency for organizations to manage effectively their HR practices, as they serve as a vehicle to corporate reputation, thus affecting the relationship with the stakeholders and investors’ decisions.
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39

DUNLOP, JOHN T. "The Challenge of Human Resources Development." Industrial Relations: A Journal of Economy and Society 31, no. 1 (January 1992): 50–55. http://dx.doi.org/10.1111/j.1468-232x.1992.tb00297.x.

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40

Kolotov, Yuri O., Anastasia V. Sharopatova, and Alyona E. Salamova. "HUMAN RESOURCES MANAGEMENT IN THE CONTEXT OF DIGITAL TRANSFORMATION OF THE ECONOMIC ENVIRONMENT." EKONOMIKA I UPRAVLENIE: PROBLEMY, RESHENIYA 1, no. 12 (2021): 51–56. http://dx.doi.org/10.36871/ek.up.p.r.2021.12.01.006.

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One of the most important assets of a modern enterprise is human capital and its development opportunities. The need to maintain intellectual capital is due to the introduction of new technological solutions and changes in industrial relations. There is a transformation of the management environment, which focuses on intangible assets and thereby moves to competitive advantages. Within the framework of this article, the peculiarities of regulation and methods of human resources management at the enterprise in the conditions of digitalization are studied. The characteristic of the involvement of domestic enterprises in the HR development strategy is given.
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41

L'Écuyer, François, Louis Raymond, Bruno Fabi, and Sylvestre Uwizeyemungu. "Strategic alignment of IT and human resources management in manufacturing SMEs." Employee Relations: The International Journal 41, no. 5 (August 2, 2019): 830–50. http://dx.doi.org/10.1108/er-09-2018-0258.

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Purpose Within the manufacturing sector, small- and medium-sized enterprises (SMEs) face specific challenges with regard to their strategic HRM capabilities. In this context, an emerging issue for both researchers and practitioners regards HR information systems (HRIS), i.e. the deployment of strategic IT capabilities to enable the firm’s high-performance work system (HPWS) capabilities and thus improve the performance of its HR function. The purpose of this paper is to address this issue by using a capability-based mediation perspective to study the strategic alignment of HR and IT. Design/methodology/approach A survey study of 206 manufacturing SMEs was realized and the data thus obtained was analyzed through structural equation modeling. Findings Results confirm that the HRIS capabilities of SMEs influence the performance of the HR function through their strategic alignment with the HPWS capabilities of these enterprises. Practical implications The results suggest that the manufacturing SMEs most active in developing their HRIS capabilities while developing their HPWS capabilities are most likely to develop a competitive advantage through the improved performance of their HR function. This is especially important in a time when firms of all sizes across the globe are waging a “war for talent,” and are enabled to do so by their strategic use of IT. Originality/value The results of the study constitute a valid basis for prediction and prescription with regards to the strategic alignment of human and IT resources.
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42

Gibney, Ray. "Book Review: The Ethics of Human Resources and Industrial Relations. John W. Budd and James G. Scoville, Eds." Journal of Labor Research 30, no. 4 (June 6, 2009): 395–97. http://dx.doi.org/10.1007/s12122-009-9072-7.

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43

Huwe, Terence K., and Janice Kimball. "Internet Resources Selected by the Institute of Industrial Relations Library, University of California, Berkeley." Industrial Relations 38, no. 2 (April 1999): 236–37. http://dx.doi.org/10.1111/0019-8676.00127.

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44

Huwe, Terence K., and Janice Kimball. "Internet Resources: Selected by the Institute of Industrial Relations Library, University of California, Berkeley." Industrial Relations 38, no. 3 (July 1999): 450–51. http://dx.doi.org/10.1111/0019-8676.00137.

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Huwe, Terence K., and Janice Kimball. "Internet Resources Selected by the Institute of Industrial Relations Library, University of California, Berkeley." Industrial Relations 39, no. 1 (January 2000): 165–66. http://dx.doi.org/10.1111/0019-8676.00159.

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46

Huwe, Terence K., and Janice Kimball. "Internet Resources Selected by the Institute of Industrial Relations Library, University of California, Berkeley." Industrial Relations: A Journal of Economy and Society 37, no. 4 (October 1998): 548–49. http://dx.doi.org/10.1111/0019-8676.441997007-i1.

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47

Huwe, Terence K., and Janice Kimball. "Internet Resources Selected by the Institute of Industrial Relations Library, University of California, Berkeley." Industrial Relations: A Journal of Economy and Society 37, no. 1 (January 1998): 109–10. http://dx.doi.org/10.1111/0019-8676.741998037.

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48

Huwe, Terence K., and Janice Kimball. "Internet Resources Selected by the Institute of Industrial Relations Library, University of California, Berkeley." Industrial Relations: A Journal of Economy and Society 37, no. 2 (April 1998): 265–66. http://dx.doi.org/10.1111/0019-8676.741998037-i2.

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49

Huwe, Terence K., and Janice Kimball. "Internet Resources Selected by the Institute of Industrial Relations Library, University of California, Berkeley." Industrial Relations: A Journal of Economy and Society 37, no. 3 (July 1998): 413–14. http://dx.doi.org/10.1111/0019-8676.741998037-i3.

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50

Huwe, Terence K., and Janice Kimball. "Internet Resources Selected by the Institute of Industrial Relations Library University of California, Berkeley." Industrial Relations 42, no. 1 (January 2003): 129–30. http://dx.doi.org/10.1111/1468-232x.00282.

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