Tag

Human Resource Management

Apr 19
0

How Industrial Relations Affects Plant Performance: The Case of Commercial Aircraft Manufacturing

By | Case-study, Social dialogue, United States

Abstract

This analysis examines how changes in major industrial relations policies affected productivity over the years 1974–91 at one of the most important manufacturing plants in the United States. The authors find that productivity fell greatly, both in percentage terms and in absolute dollars, during strikes and a slowdown and during the terms of office of tough union leaders. In contrast with much of the firm performance literature, they find only small initial productivity effects of a movement from adversarial labor-management relations, which is the norm in this industry, to total quality management (TQM) and back again. How and why TQM is adopted, the authors suggest, may be as important as whether it is adopted. Finally, major industrial relations events like strikes, a slowdown, and the TQM program did not have long-term productivity effects; the firm returned to pre-event levels of productivity within one to four months.

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Apr 19
0

Recent Unrest in the RMG Sector of Bangladesh: Is this an Outcome of Poor Labour Practices?

By | Bangladesh, Case-study, Social dialogue

Abstract

The RMG sector of Bangladesh has experienced disputes and violent protest by the workers in recent times. This study explores the reasons for recent unrest in the garment sector. Since managers are mainly responsible for applying human resource practices, this paper has given particular attention to their views on recent attitude changes of workers. Results show that mutual understanding among workers and managers is absent in the RMG sector. This study also states that high-work load, poor behaviour of line managers, low skills and low wage rates are the notable reasons for high job turnover and social unrest. Poor relationship between workers and supervisors is the main source of conflict. This study finds that there is growing demand for work life balance among the workers of RMG sector.
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Apr 19
0

Enterprise Sustainability and HRM in Small and Medium-Sized Enterprises

By | Social dialogue

Abstract

This chapter looks at the specific challenges, expectations and opportunities small medium-sized enterprises in emerging countries face regarding enterprise sustainability in today’s worldwide economy characterized by the strong interconnection of supply chains. In its experience with small enterprises development in emerging countries, the International Labour Organization (ILO) has recognized that quality human resource management (HRM) and good workplace practices are a key determinant of enterprise performance and productivity, as well as in practice at the community, national or even international level. Based on the ILO’s Decent Work Agenda (ILO, Decent work, report of the ILO Director-General, 87th session of the International Labour Conference. ILO, Geneva, 1999), the Declaration on Fundamental Principles and Rights at Work (Declaration on Fundamental Principles and Rights at Work. ILO, Geneva, 1998) and the technical cooperation experience of ILO’s Job Creation and Enterprise Development Department, the HRM practices described here are intended to improve enterprise sustainability, understood in its economic, social, and environmental dimensions. Practical examples from the ILO’s practice demonstrate the implementation of labour rights in SMEs in emerging countries.

 

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Apr 18
0

Co‐determination, Efficiency and Productivity

By | Germany, Social dialogue
Abstract
We present the first panel estimates of the productivity effects of the unique German institution of parity, board-level co-determination. Although our data span two severe recessions when labour hoarding costs of co-determination are probably highest, and the panel is too short to capture the likely long-run benefits in terms of human capital formation and job satisfaction, we find positive productivity effects of the 1976 extension to parity co-determination in large firms. Copyright Blackwell Publishing Ltd/London School of Economics 2005.
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Apr 13
0

Worker Voice, Managerial Response and Labour Productivity: An Empirical Investigation

By | Social dialogue

Abstract

This article investigates the relationship between worker voice practices, employee perceptions of managerial responsiveness and labour productivity. It argues that managerial responsiveness is a critical but under-investigated variable in the study of the relationship between worker voice, human resource management and performance. Our results suggest that managerial responsiveness to worker voice does lead to superior labour productivity. However, this relationship is only found in non-union workplaces and there is little relationship between formal voice regime and productivity. One important implication of this finding is that more responsive management will result in improved productivity, so policy interventions should focus on how to motivate managers to become more responsive to their employees.
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Apr 13
0

Assessment on the impact of labour union on employees’ performance: The case study of commercial bank of ethiopian

By | Case-study, Social dialogue

Abstract:

The purpose of the study is in Partial Fulfilment for the Requirements of the Degree of Masters of Arts in Human Resource Management and the study mainly focused on the assessment of the impact of labour union on employees’ performance in commercial bank of Ethiopia. To conduct this study mixed approach method i.e., both quantitative and qualitative methods have been used to have better out come out of the study. The qualitative one has been used to describe about the perceptions of respondents about the labour union effectiveness in its major practice in enhancing the employees’ performance using content analysis. And the quantitative one to explain about the effectiveness of labour union in its major practices in enhancing the employees’ performance using statistical tool i.e., mode of frequencies in number and percentage. Communication network, working condition and harmony, safety and healthy, salaries and benefits, collective action in partnership with management, policy and strategic issues and conflict and complain handling were selected to be the study variables. For the target population it used employees of the organization who are working in Addis Ababa region. Both descriptive and explanatory survey design has been used to reach on the results. Samples of 423 employees were used for the questionnaire, and 92.43% of it was responded. The quantitative data were analysed using SPSS software and the qualitative data were analysed using content analysis and the results of which were combined by interoperating with the results of quantitative one for the final results ,as a result it was found that more than 37.9% of the respondents in the questionnaires under the closed ended questions and majority of respondents’ opinion under the open ended questions in the questionnaires have given their negative feed backs about the effectiveness of labour union. In addition, five of them out of seven interviewees have given their negative feedbacks about its effectiveness. However, much less than 45.8% of the respondents in the questionnaires have given their positive feedback. In general, as results indicate the labour union is not effective or very weak in its practices to enhance employees’ performance to the desired level in the achievement of the goals of the organization and has very weak bargaining power.

 

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