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Готові списки джерел за темами / Human resources and industrial relations / Статті в журналах

Щоб переглянути інші типи публікацій з цієї теми, перейдіть за посиланням: Human resources and industrial relations.

Статті в журналах з теми "Human resources and industrial relations"

Автор: Grafiati

Опубліковано: 10 січня 2023

Оновлено: 28 січня 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

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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4

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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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

Schuler, Randall S. "Strategic Human Resource Management and Industrial Relations." Human Relations 42, no. 2 (February 1989): 157–84. http://dx.doi.org/10.1177/001872678904200204.

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8

Guest, David E. "HUMAN RESOURCE MANAGEMENT AND INDUSTRIAL RELATIONS[1]." Journal of Management Studies 24, no. 5 (September 1987): 503–21. http://dx.doi.org/10.1111/j.1467-6486.1987.tb00460.x.

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9

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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Анотація:

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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10

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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11

Louis, Marieke. "Book Review: EU Industrial Relations v. National Industrial Relations." Transfer: European Review of Labour and Research 15, no. 3-4 (August 2009): 631–34. http://dx.doi.org/10.1177/10242589090150031101.

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12

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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13

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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Анотація:

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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14

Dastmalchian, Ali, and Paul Blyton. "Organizational Structure, Human Resource Practices and Industrial Relations." Personnel Review 21, no. 1 (January 1992): 58–67. http://dx.doi.org/10.1108/00483489210009129.

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15

Cieri, Helen De. "Human Resource Management and Industrial Relations in Australia." Australian Economic Review 27, no. 2 (April 1994): 113–23. http://dx.doi.org/10.1111/j.1467-8462.1994.tb00841.x.

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16

Boxall, Peter F., and Peter J. Dowling. "Human Resource Management and the Industrial Relations Tradition." Labour & Industry: a journal of the social and economic relations of work 3, no. 2-3 (June 1990): 195–214. http://dx.doi.org/10.1080/10301763.1990.10669085.

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17

Negrelli, Serafino, and Tiziano Treu. "Human resource management and industrial relations in Italy." International Journal of Human Resource Management 6, no. 3 (September 1995): 720–34. http://dx.doi.org/10.1080/09585199500000045.

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18

Gersuny, Carl. "Citizenship and industrial relations." Employee Responsibilities and Rights Journal 3, no. 3 (September 1990): 185–97. http://dx.doi.org/10.1007/bf01396572.

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19

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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Анотація:

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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20

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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Анотація:

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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21

MacIntosh, M. "Industrial Relations in 1987." Asia Pacific Journal of Human Resources 26, no. 1 (February 1, 1988): 22–30. http://dx.doi.org/10.1177/103841118802600103.

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22

Teicher, J. "Industrial Relations in 1988." Asia Pacific Journal of Human Resources 27, no. 2 (May 1, 1989): 26–41. http://dx.doi.org/10.1177/103841118902700203.

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23

Hearn, J. M. "Industrial Relations in 1989." Asia Pacific Journal of Human Resources 28, no. 2 (May 1, 1990): 44–54. http://dx.doi.org/10.1177/103841119002800205.

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24

Lansbury, R. D. "The New Industrial Relations." Asia Pacific Journal of Human Resources 28, no. 3 (August 1, 1990): 62–68. http://dx.doi.org/10.1177/103841119002800306.

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25

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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26

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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27

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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28

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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29

Hofmeyr, Karl B., P. Johan Rall, and Andrew J. Templer. "The future challenges facing South African human resource management." South African Journal of Business Management 26, no. 3 (September 30, 1995): 108–14. http://dx.doi.org/10.4102/sajbm.v26i3.830.

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Анотація:

In this article we set out to examine how human resource professionals view the challenges facing South African companies. The views of a representative sample of human resource professionals were obtained to find out, in particular, what changes they expect in human resources management (HRM) in the future and what priorities need to be set for successful human resources management in a changing environment. In terms of human resource management objectives, respondents indicate that currently the emphasis in their work is on efficiency, human resource development, and industrial relations. They believe the major objectives should, however, emphasize human resource development and facilitating change, with considerably less of their time being committed to industrial relations issues. In terms of human resource activities, highest priority is given to managing organization change, affirmative action, and introducing participative management. Currently they are spending most of their time on industrial relations activities and training. Perhaps surprisingly, not much attention is being paid currently to the activities of cross-cultural management, and community upliftment and involvement. In the research we also investigate the balance of human resource responsibilities between HRM and line management. Activities which are perceived to be line management responsibilities are performance appraisal and employee communication. Those which should be a shared responsibility include employee development and affirmative action. Most respondents believe that the rate of progress with affirmative action is too slow. Perhaps predictably, human resource professionals see the most important challenge facing commerce and industry in the next five years to be the human resource challenge: in particular the need to improve productivity, affirmative action, training and development, and managing the demands of unions. The skills needed by human resource professionals to meet the challenges are sound 'business skills' as well as 'people skills'. They also need sound business knowledge and qualities of adaptability, empathy and sensitivity. In particular they need to be able to play a change agent role in their organizations.

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30

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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31

Mitchell, Daniel J. B. "Book Review: Industrial Relations Theory: Industrial Relations Systems." ILR Review 47, no. 3 (April 1994): 513–14. http://dx.doi.org/10.1177/001979399404700310.

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32

Regini, Marino. "Human resource management and industrial relations in European companies." International Journal of Human Resource Management 4, no. 3 (September 1993): 555–68. http://dx.doi.org/10.1080/09585199300000036.

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33

Kollewe, Kathleen. "Industrial relations and partnership." Transfer: European Review of Labour and Research 13, no. 2 (May 2007): 327–29. http://dx.doi.org/10.1177/102425890701300221.

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34

Rehfeldt, Udo. "Industrial relations in France." Employee Relations 40, no. 4 (June 4, 2018): 617–33. http://dx.doi.org/10.1108/er-02-2017-0033.

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Анотація:

Purpose The purpose of this paper is to present the actors, institutions and changing rules of the French system of industrial relations (IR). It questions whether the traditional view of the French model as “state-centric” is still adequate. Design/methodology/approach Based on institutionalist IR theories of social regulation and neocorporatism, the paper analyses the evolution of the French IR system from a “State-centric” model to the development of collective bargaining, both at the sector and company level, as well as of tripartite concertation. Findings Initially based on adversarial relations between trade unions and employers, compensated by strong state interventionism, the French IR system has experienced a series of reforms, adopted under the pressure of the unions in the 1980s and mostly under the pressure of the employers’ organisations since the turn of the century. These reforms boosted collective bargaining at the workplace level and tripartite concertation at the peak level. The paper analyses the limits of both developments and explains why a reversal of the hierarchy of norms was imposed in 2016 by law without prior concertation. Originality/value The paper presents an original explanation of the change of the initial French IR model, stressing the importance of power relations and the role of IR experts in the different reform moments.

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35

Czarzasty, Jan, and Adam Mrozowicki. "Industrial relations in Poland." Employee Relations 40, no. 4 (June 4, 2018): 674–91. http://dx.doi.org/10.1108/er-04-2017-0082.

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Анотація:

Purpose The purpose of this paper is to examine the interrelations between the evolution of industrial relations (IR) and IR research in Poland in the historical context. Two questions are put forward: How was the evolution of the IR system in Poland influenced by the re-constitution of a particular model of the capitalism and the strategies and struggle of IR actors? How were the ways of approaching and theorizing IR influenced by the aforementioned evolution? Design/methodology/approach The paper draws upon academic literature, secondary data on actors and processes of IR as well as four expert interviews with the representatives of the first generation of IR scholars in Poland. Findings The paper suggests that the development of the IR system and the related scholarship can be divided into three phases: the pre-1989 period characterised by the lack of autonomous interests representation and rather limited IR research; the early development of the post-1989 IR system marked by the debates on the integrative role of IR as peacekeeping mechanism in the period of deep economic and political changes (1989-2004); the post-EU accession consolidation of the IR system characterised by the weakness of the IR actors vis-à-vis the state and increasing neo-etatist tendencies. Originality/value This paper contributes to the ongoing debate on the relationships between the emergent models of Eastern European capitalism and the evolution of IR systems. It critically analyses the state of the discussion on the IR field Poland emphasising the relevance of political-economic factors as well as the ideology of “social peace” for both the evolution of the IR system in the country and the state of the IR debate.

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36

Jamieson, S., and M. Westcott. "Review of Industrial Relations-1991." Asia Pacific Journal of Human Resources 30, no. 2 (December 1, 1992): 51–58. http://dx.doi.org/10.1177/103841119203000208.

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37

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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Анотація:

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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38

Van Gramberg, B., J. Teicber, and G. Griffin. "Industrial Relations in 1999: Workplace Relations, Legalism and Individualization." Asia Pacific Journal of Human Resources 38, no. 2 (January 1, 2000): 4–22. http://dx.doi.org/10.1177/103841110003800202.

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39

Mosco, Vincent, Tom Keenoy, Eric Batstone, Eric Batstone, Anthony Ferner, Michael Terry, Eric Batstone, Anthony Ferner, and Michael Terry. "Industrial Relations in Britain." Labour / Le Travail 20 (1987): 229. http://dx.doi.org/10.2307/25142861.

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40

White, Nadine, and Diana Kelly. "Researching Industrial Relations." Labour History, no. 89 (2005): 258. http://dx.doi.org/10.2307/27516098.

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41

Morgan, David E. "The Nature of Workplace Relations: A Typology of Social Relations and Analysis of Industrial Relations Systems." Economic and Labour Relations Review 4, no. 1 (June 1993): 140–66. http://dx.doi.org/10.1177/103530469300400108.

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Анотація:

There has been growing concern over the role of industrial relations arrangements in the workplace in Australia. In response more industrial relations research has focused on the workplace over the recent past. Although this work has centred on a range of themes, it has however relied on essentially the same theoretical framework or industrial relations paradigm. The basis of which is the analysis of bargained rules — the result of the joint-regulation of employment and workplace practice. In other words, the bargaining paradigm focuses overwhelmingly on one type of labour-management relation — viz. bargaining. This paper proposes a typology based on a number of types of social relations in order to broaden the basis of industrial relations analysis. It is used to analyse the characteristics and dynamics of a number of industrial relations systems currently under debate in Australia over the reshaping of industrial relations.

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42

Mitchell, Daniel J. B. "Industrial Relations Systems." Industrial and Labor Relations Review 47, no. 3 (April 1994): 513. http://dx.doi.org/10.2307/2524981.

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43

Adams, Roy J., and Dan Clawson. "Industrial Relations Theory." Industrial and Labor Relations Review 58, no. 1 (October 2004): 143. http://dx.doi.org/10.2307/4126641.

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44

Belzer, Michael H., Saul A. Rubinstein, and Thomas A. Kochan. "Industrial Relations Theory." Industrial and Labor Relations Review 58, no. 1 (October 2004): 144. http://dx.doi.org/10.2307/4126642.

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45

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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46

Donn, Clifford B., Ron Callus, Alison Morehead, Mark Cully, and John Buchanan. "Industrial Relations at Work: The Australian Workplace Industrial Relations Survey." Industrial and Labor Relations Review 45, no. 3 (April 1992): 605. http://dx.doi.org/10.2307/2524282.

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47

Howard, W. A. "Can Alternative Industrial Relations Methods Work?" Asia Pacific Journal of Human Resources 26, no. 3 (August 1, 1988): 31–41. http://dx.doi.org/10.1177/103841118802600304.

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48

Kinnie, Nicholas. "Patterns of Industrial Relations Management." Employee Relations 8, no. 2 (February 1986): 17–21. http://dx.doi.org/10.1108/eb055070.

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49

Kirkbride, Paul S., and Jim Durcan. "Bargaining Power and Industrial Relations." Personnel Review 16, no. 2 (February 1987): 3–11. http://dx.doi.org/10.1108/eb055557.

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50

Gennard, John. "UK industrial relations state agencies." Employee Relations 32, no. 1 (November 17, 2009): 5–9. http://dx.doi.org/10.1108/01425451011002725.

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