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

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

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Bibliographic Details
Superior document:Industrial Relations and Conflict Management Series
:
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
Online Access:
Physical Description:1 online resource (213 pages)
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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.

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