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Autoworkers find themselves in a rapidly changing world as transnational corporations seek new forms of work organization and new boundaries for a North American auto industry. Inside the factory, management pursues new models of "lean production" that require workers to produce more with less—less time, less support, less material—in an atmosphere of accelerated and intensified labor. Outside the factory, "freetrade" policies and regional investment strategies widen the reach of transnational corporations, creating new opportunities in Mexico, Canada, and the U.S. for pitting worker against worker in a mutually destructive competition for jobs. In Confronting Change, researchers from a diverse range of universities and unions explore the impact of these changes on work and workers. The case studies and analyses show the wide range of potential outcomes as workers struggle to become actors, rather than victims, in the emerging North American auto industry.
Offering a critical assessment of the main conceptual debates concerning labour management partnership and cooperation at the workplace, this book evaluates the search for positive employment relations in five countries. The provision of collective employee representation, normally through trade unions, is central to most definitions of labour management partnership, and the aim is to develop collaborative relationships between unions, employers and employee representatives for the benefit all parties. While traditionally associated with employment relations in the coordinated market economies of the continental European nations, partnership approaches have attracted increasing attention in recent decades in the liberal market economies of the UK, Ireland, USA, Australia and New Zealand. Developing Positive Employment Relations assesses the conceptual debates, reviews the employment relations context in each of these countries, and provides workplace case studies of the dynamics of partnership at the enterprise level.
The authors of this text present the view that effective management of human resources is necessary to gain a compettitve advantage. The four challenges that they face are the global challenge, the quality challenge, the social challenge and the high performance work challenge. This text provides students with the technical background needed to be a successful HR professional. The text also emphasizes how managers can more effectively acquire, develop, compensate and manage the internal and external environment that relates to the management of human resources.