Promoting Social Dialogue in European Organizations : : Human Resources Management and Constructive Conflict Management.

• Superior document: Industrial Relations and Conflict Management Series
• Author: Euwema, Martin.
• TeilnehmendeR: Munduate, Lourdes.; Elgoibar, Patricia.; Pender, Erica.; Belén García, Ana.
• Place / Publishing House: Cham : : Springer International Publishing AG,, 2014.; ©2015.
• Year of Publication: 2014
• Edition: 1st ed.
• Language: English
• Series: Industrial Relations and Conflict Management Series
• Physical Description: 1 online resource (213 pages)

Table of Contents

Intro -- EU Text and Logo -- Preface -- Contents -- List of Contributors -- Author Biographies -- Chapter 1 -- Employee Representatives in European Organizations -- 1.1 The Role of Social Dialogue in European Industrial Relations -- 1.1.1 Perceptions of Employers on Employee Representatives in the Social Dialogue -- 1.2 Social Dialogue in Europe -- 1.2.1 Differences within the Labor Relations Systems in Europe and Their Impact on Social Dialogue in Organizations -- 1.2.2 Trends Influencing Social Dialogue at the Organizational Level -- 1.3 A Framework to Study and Promote Social Dialogue in Organizations -- 1.3.1 Description of the Purposes and Methodology of the Project -- 1.3.1.1 Quality of Collective Agreements in Organizations and Conflict Efficacy -- 1.3.1.2 Impact on Organizational Issues -- 1.3.1.3 Type of Conflict and Conflict Management -- 1.3.1.4 Trust -- 1.3.1.5 Competencies of ERs -- 1.3.1.6 Commitment of ERs -- 1.3.1.7 Industrial Relations Climate and Investment in Social Dialogue -- 1.3.2 The Results at a Glance -- 1.3.3 Empowerment of ERs -- 1.3.4 Structure and Content of this Book -- References -- Chapter 2 -- Management Perceptions of Social Dialogue at the Company Level in Belgium. -- 2.1 The Context: Industrial Relations in Belgium -- 2.1.1 The Main Features of the Belgian System of Industrial Relations -- 2.1.2 Resisting Global and National Challenges? -- 2.1.3 Social Partners and the Crisis -- 2.2 What Do Human Resources Managers Say? Conclusions Drawn from the Interviews. -- 2.2.1 Overall Evaluation of Company Level Social Dialogue -- 2.2.2 Changes Desired by Employers -- 2.2.3 Structures of Employee Representation -- 2.2.4 Openness Towards Change -- 2.2.5 Relationship Among Different Trade Unions -- 2.3 Perceptions of Human Resources Managers on Employee Representatives. Results of the Survey.

2.4 Suggestions Given by Human Resources Managers to Improve Social Dialogue in Belgium -- 2.5 Discussion and Expectations of Belgian Human Resources Managers on Employee Representatives' Roles, Attitudes and Competences -- References -- Chapter 3 -- Employee Representatives in Denmark. How Employers see them and what they Expect -- 3.1 Historical Context of the Labor Movement in Denmark -- 3.2 The Current Situation of Employee Representatives. What do Employers Say? -- 3.2.1 'The Formal Structure is Perceived as Far too Rigid' -- 3.2.2 'There is a Need for More Professionalism' -- 3.2.3 'ER's Lack the Competencies Needed to Engage in Development' -- 3.2.4 'The Unions are Behind in the Perception of the Real Challenges' -- 3.2.5 'It is Unclear Who They Represent and on What Mandate' -- 3.2.6 There is a Lack of Trust -- 3.2.7 EU Policies -- 3.3 Perceptions of Employers on ERs. Results of the Survey -- 3.4 Suggestions Given by Employers to Improve Social Dialogue in Denmark -- 3.4.1 Improving ERs' Competences to Analyze and Negotiate -- 3.4.2 Proactive Attitude from the ERs and the Unions (International) -- 3.4.3 Unions and ERs Should Leave the Conflicting Attitude -- 3.5 Discussion on Expectations of Danish Employers on ERs' Roles, Attitudes and Competences -- References -- Chapter 4 -- Employee Representatives in Estonia. How are they Perceived and what are the Expectations by Employers? -- 4.1 Historical Context of the Labor Movement in Estonia -- 4.2 Current Situation of the ERs. What do Human Resources Managers Say? -- 4.3 Perceptions of Employers on Employee Representatives. Results of the Survey -- 4.4 Suggestions Given by Employers to Improve Social Dialogue in Estonia -- 4.5 Discussion about the Expectations of Estonian Human Resources Managers on ERs' Roles, Attitudes and Competences -- References -- Chapter 5.

Employee Representatives in France: Employers' Perceptions and Expectations Towards Improved Industrial Relations -- 5.1 Historical Context of Industrial Relations and the Labor Movement in France -- 5.1.1 The System of Industrial Relations in France: A Centralized, Conflict-prone, Tradition -- 5.1.2 Actors of Industrial Relations in France: Towards Improved Representativeness? -- 5.2 Current Situation of the Employee Representatives (ERs): What do Human Resources Managers Say? -- 5.3 Perceptions of Human Resources Managers on Employee Representatives. Results of the survey -- 5.4 Suggestions Given by Employers to Improve Social Dialogue in France -- 5.5 Discussion on Expectations of French Employers on Employee Representatives' Roles, Attitudes, and Competences -- References -- Chapter 6 -- Management's Perceptions of Social Dialogue at the Company Level in Germany -- 6.1 Historical Context of Industrial Relations and the Labor Movement -- 6.2 The Current Situation of Employee Representatives: What Do Human Resource Managers Say? -- 6.2.1 Social Dialogue and the Attitudes of Works Councils -- 6.2.2 Competencies of Works Councils -- 6.2.3 Trust and Labor Relations -- 6.3 Employers' Perceptions of ERs. Results of the Survey -- 6.4 Suggestions Given by Employers to Improve Social Dialogue in Germany -- 6.5 Discussion: Expectations of German Employers on ERs' Roles, Attitudes and Competences -- References -- Chapter 7 -- Management's Perceptions of Social Dialogue at the Company Level in Italy -- 7.1 The Context: Industrial Relations and Collective Bargaining in Italy -- 7.1.1 The Main Characteristics of Collective Bargaining in Italy -- 7.1.2 Historical Development of Industrial Relations -- 7.1.3 Workplace Representation -- 7.2 The Current Situation of Employee Representatives. What Do Employers Say? Conclusions of the Interviews.

7.3 Perceptions of employers on ERs. Results of the survey -- 7.4 Suggestions Given by Employers to Improve Social Dialogue in Italy -- 7.5 Discussion and Expectations of Italian Employers on ERs' Roles, Attitudes and Competences -- References -- Chapter 8 -- Industrial Relations and Works Councils in the Netherlands-Results from Interviews and a Survey among HR Managers -- 8.1 The Context: Industrial Relations in the Netherlands -- 8.2 What Do Human Resources Managers Say? Conclusions Drawn from the Interviews -- 8.2.1 Overall Evaluation of Company Level Social Dialogue -- 8.2.2 Changes Desired by Employers -- 8.3 Perceptions of Human Resources Managers on Employee Representatives. Results of the Survey -- 8.4 Conclusions and Recommendations -- References -- Chapter 9 -- Employee Representatives in Poland. How are they Perceived and what are the Expectations by Employers? -- 9.1 Social and Historical Context of the Labor Movement in Poland -- 9.2 The Current Situation of Polish Trade Unions -- 9.3 What do Employers Say About the Current Situation of the ERs? Conclusions of the Interviews -- 9.4 Employers' Perceptions of ERs. Results of the Survey -- 9.5 Suggestions Given by Employers to Improve Social Dialogue in Poland -- 9.6 Discussion on Expectations of Polish Employers on ERs' Roles, Attitudes and Competences -- References -- Chapter 10 -- Employee Representatives in Portugal. How are they Perceived and what are the Expectations by Employers? -- 10.1 The Historical Context of the Labor Movement in Portugal -- 10.2 The Current Situation of ERs -- 10.2.1 Attitudes and Competencies -- 10.2.2 Trust and Relationship among ERs and Management -- 10.2.3 Labor Relations in Organizational Conflicts -- 10.3 Perception of HR Managers on ERs: Results from the Survey -- 10.4 Suggestions Made by Employers to Improve Social Dialogue in Portugal.

10.5 Discussion on the Expectations of Portuguese Employers Concerning the Roles, Attitudes and Competencies of ERs -- References -- Chapter 11 -- Employee Representatives in Spain. Which are the Perceptions and Expectations by Employers? -- 11.1 The Context: Industrial Relations in Spain -- 11.1.1 The Historical Background of Spanish Industrial Relations -- 11.1.2 Social Dialogue Over the Period of Financial Crisis (2008-2013) -- 11.2 Current Situation of the ERs. What do Employers Say? Conclusions Drawn from the Interviews -- 11.3 Perceptions of Employers on ERs: Conclusions Drawn from the Surveys -- 11.4 Suggestions Given by Employers to Improve Social Dialogue in Spain -- 11.5 Discussion on Expectations of Spanish Employers on ERs' Roles, Attitudes and Competences -- References -- Chapter 12 -- Employee Representatives and Participation in the United Kingdom -- 12.1 Introduction -- 12.2 The Historical Context and Developments in Employee Representation -- 12.3 Current Situation of Employment Relations According to HR Managers -- 12.4 The Survey -- 12.5 HR Managers' Suggestions for Improving Social Dialogue -- 12.6 Discussion and Analysis -- References -- Chapter 13 -- The Tower of Power: Building Innovative Organizations Through Social Dialogue -- 13.1 Perceptions of European HR Managers About ERs: A Cross-Cultural View -- 13.1.1 Quality of Collective Agreements in Organizations -- 13.1.2 Impact of ERs on Traditional and Innovative Issues -- 13.1.3 Frequency of Conflicts Between Management and ERs -- 13.1.4 Perceived Conflict Management by ERs -- 13.2 Ten Practical Recommendations and Good Practices -- 13.2.1 Promote Innovative Social Dialogue -- 13.2.2 Make Simple and Flexible Structures for Social Dialogue -- 13.2.3 Unions Become More Innovative and Less Ideological -- 13.2.4 Invest in Social Dialogue -- 13.2.5 Invest in Informal Relations.

13.2.6 Build Trust.