Promoting Social Dialogue in European Organizations : : Human Resources Management and Constructive Conflict Management.
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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
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Euwema, Martin. Promoting Social Dialogue in European Organizations : Human Resources Management and Constructive Conflict Management. 1st ed. Cham : Springer International Publishing AG, 2014. ©2015. 1 online resource (213 pages) text txt rdacontent computer c rdamedia online resource cr rdacarrier Industrial Relations and Conflict Management Series 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. Description based on publisher supplied metadata and other sources. Electronic reproduction. Ann Arbor, Michigan : ProQuest Ebook Central, 2024. Available via World Wide Web. Access may be limited to ProQuest Ebook Central affiliated libraries. Electronic books. Munduate, Lourdes. Elgoibar, Patricia. Pender, Erica. Belén García, Ana. Print version: Euwema, Martin Promoting Social Dialogue in European Organizations Cham : Springer International Publishing AG,c2014 9783319086040 ProQuest (Firm) https://ebookcentral.proquest.com/lib/oeawat/detail.action?docID=6422579 Click to View |
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Euwema, Martin. |
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Euwema, Martin. Promoting Social Dialogue in European Organizations : Human Resources Management and Constructive Conflict Management. Industrial Relations and Conflict Management Series 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. |
author_facet |
Euwema, Martin. Munduate, Lourdes. Elgoibar, Patricia. Pender, Erica. Belén García, Ana. |
author_variant |
m e me |
author2 |
Munduate, Lourdes. Elgoibar, Patricia. Pender, Erica. Belén García, Ana. |
author2_variant |
l m lm p e pe e p ep g a b ga gab |
author2_role |
TeilnehmendeR TeilnehmendeR TeilnehmendeR TeilnehmendeR |
author_sort |
Euwema, Martin. |
title |
Promoting Social Dialogue in European Organizations : Human Resources Management and Constructive Conflict Management. |
title_sub |
Human Resources Management and Constructive Conflict Management. |
title_full |
Promoting Social Dialogue in European Organizations : Human Resources Management and Constructive Conflict Management. |
title_fullStr |
Promoting Social Dialogue in European Organizations : Human Resources Management and Constructive Conflict Management. |
title_full_unstemmed |
Promoting Social Dialogue in European Organizations : Human Resources Management and Constructive Conflict Management. |
title_auth |
Promoting Social Dialogue in European Organizations : Human Resources Management and Constructive Conflict Management. |
title_new |
Promoting Social Dialogue in European Organizations : |
title_sort |
promoting social dialogue in european organizations : human resources management and constructive conflict management. |
series |
Industrial Relations and Conflict Management Series |
series2 |
Industrial Relations and Conflict Management Series |
publisher |
Springer International Publishing AG, |
publishDate |
2014 |
physical |
1 online resource (213 pages) |
edition |
1st ed. |
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. |
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9783319086057 9783319086040 |
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B - Philosophy, Psychology, Religion |
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BF - Psychology |
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BF1-990 |
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BF 11 3990 |
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Electronic books. |
genre_facet |
Electronic books. |
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https://ebookcentral.proquest.com/lib/oeawat/detail.action?docID=6422579 |
illustrated |
Not Illustrated |
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1231605417 |
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Industrial Relations and Conflict Management Series |
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Promoting Social Dialogue in European Organizations : Human Resources Management and Constructive Conflict Management. |
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Industrial Relations and Conflict Management Series |
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<?xml version="1.0" encoding="UTF-8"?><collection xmlns="http://www.loc.gov/MARC21/slim"><record><leader>11249nam a22005053i 4500</leader><controlfield tag="001">5006422579</controlfield><controlfield tag="003">MiAaPQ</controlfield><controlfield tag="005">20240229073837.0</controlfield><controlfield tag="006">m o d | </controlfield><controlfield tag="007">cr cnu||||||||</controlfield><controlfield tag="008">240229s2014 xx o ||||0 eng d</controlfield><datafield tag="020" ind1=" " ind2=" "><subfield code="a">9783319086057</subfield><subfield code="q">(electronic bk.)</subfield></datafield><datafield tag="020" ind1=" " ind2=" "><subfield code="z">9783319086040</subfield></datafield><datafield tag="035" ind1=" " ind2=" "><subfield code="a">(MiAaPQ)5006422579</subfield></datafield><datafield tag="035" ind1=" " ind2=" "><subfield code="a">(Au-PeEL)EBL6422579</subfield></datafield><datafield tag="035" ind1=" " ind2=" "><subfield code="a">(OCoLC)1231605417</subfield></datafield><datafield tag="040" ind1=" " ind2=" "><subfield code="a">MiAaPQ</subfield><subfield code="b">eng</subfield><subfield code="e">rda</subfield><subfield code="e">pn</subfield><subfield code="c">MiAaPQ</subfield><subfield code="d">MiAaPQ</subfield></datafield><datafield tag="050" ind1=" " ind2="4"><subfield code="a">BF1-990</subfield></datafield><datafield tag="100" ind1="1" ind2=" "><subfield code="a">Euwema, Martin.</subfield></datafield><datafield tag="245" ind1="1" ind2="0"><subfield code="a">Promoting Social Dialogue in European Organizations :</subfield><subfield code="b">Human Resources Management and Constructive Conflict Management.</subfield></datafield><datafield tag="250" ind1=" " ind2=" "><subfield code="a">1st ed.</subfield></datafield><datafield tag="264" ind1=" " ind2="1"><subfield code="a">Cham :</subfield><subfield code="b">Springer International Publishing AG,</subfield><subfield code="c">2014.</subfield></datafield><datafield tag="264" ind1=" " ind2="4"><subfield code="c">©2015.</subfield></datafield><datafield tag="300" ind1=" " ind2=" "><subfield code="a">1 online resource (213 pages)</subfield></datafield><datafield tag="336" ind1=" " ind2=" "><subfield code="a">text</subfield><subfield code="b">txt</subfield><subfield code="2">rdacontent</subfield></datafield><datafield tag="337" ind1=" " ind2=" "><subfield code="a">computer</subfield><subfield code="b">c</subfield><subfield code="2">rdamedia</subfield></datafield><datafield tag="338" ind1=" " ind2=" "><subfield code="a">online resource</subfield><subfield code="b">cr</subfield><subfield code="2">rdacarrier</subfield></datafield><datafield tag="490" ind1="1" ind2=" "><subfield code="a">Industrial Relations and Conflict Management Series</subfield></datafield><datafield tag="505" ind1="0" ind2=" "><subfield code="a">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.</subfield></datafield><datafield tag="505" ind1="8" ind2=" "><subfield code="a">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.</subfield></datafield><datafield tag="505" ind1="8" ind2=" "><subfield code="a">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.</subfield></datafield><datafield tag="505" ind1="8" ind2=" "><subfield code="a">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.</subfield></datafield><datafield tag="505" ind1="8" ind2=" "><subfield code="a">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.</subfield></datafield><datafield tag="505" ind1="8" ind2=" "><subfield code="a">13.2.6 Build Trust.</subfield></datafield><datafield tag="588" ind1=" " ind2=" "><subfield code="a">Description based on publisher supplied metadata and other sources.</subfield></datafield><datafield tag="590" ind1=" " ind2=" "><subfield code="a">Electronic reproduction. Ann Arbor, Michigan : ProQuest Ebook Central, 2024. Available via World Wide Web. Access may be limited to ProQuest Ebook Central affiliated libraries. </subfield></datafield><datafield tag="655" ind1=" " ind2="4"><subfield code="a">Electronic books.</subfield></datafield><datafield tag="700" ind1="1" ind2=" "><subfield code="a">Munduate, Lourdes.</subfield></datafield><datafield tag="700" ind1="1" ind2=" "><subfield code="a">Elgoibar, Patricia.</subfield></datafield><datafield tag="700" ind1="1" ind2=" "><subfield code="a">Pender, Erica.</subfield></datafield><datafield tag="700" ind1="1" ind2=" "><subfield code="a">Belén García, Ana.</subfield></datafield><datafield tag="776" ind1="0" ind2="8"><subfield code="i">Print version:</subfield><subfield code="a">Euwema, Martin</subfield><subfield code="t">Promoting Social Dialogue in European Organizations</subfield><subfield code="d">Cham : Springer International Publishing AG,c2014</subfield><subfield code="z">9783319086040</subfield></datafield><datafield tag="797" ind1="2" ind2=" "><subfield code="a">ProQuest (Firm)</subfield></datafield><datafield tag="830" ind1=" " ind2="0"><subfield code="a">Industrial Relations and Conflict Management Series</subfield></datafield><datafield tag="856" ind1="4" ind2="0"><subfield code="u">https://ebookcentral.proquest.com/lib/oeawat/detail.action?docID=6422579</subfield><subfield code="z">Click to View</subfield></datafield></record></collection> |