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This article shows how bargaining on the conflicting issues of fighting unemployment and increasing competitiveness has evolved. It offers an empirical insight into the degree to which the national framework agreements that form part of the now famous Dutch polder model are implemented. At the national level framework agreements are set up and recommendations are made on a wide range of issues. It is shown that these are then interpreted and partly adopted by negotiators at lower collective bargaining levels. At company level, three cases illustrate differences in the degree to which companies implement the outcomes of collective agreements: from 'dedicated follower' to 'rebels with a cause'. Looking at the evidence, it seems the Dutch have experienced a form of organised decentralisation. ❖❖❖ FSommaire Cet article montre la manière dont ont évolué les négociations sur les questions conflictuelles de la lutte contre le chômage et de la croissance de la compétitivité. Il propose de comprendre de manière empirique dans quelle mesure les accords-cadres nationaux qui font partie du modèle de polder hollandais maintenant célèbre sont mis en oeuvre. Au niveau national, les accords-cadres sont établis et des recommandations sont faites sur un large éventail de questions. L'article montre que ceux-ci sont alors interprétés et en partie adoptés par des négociateurs à des niveaux plus bas de négociation collective. Au niveau de l'entreprise, trois cas illustrent des différences du degré de mise en oeuvre des résultats des conventions collectives par les entreprises: en partant des «inconditionnels» pour aboutir aux «rebelles pour une cause». Il semble évident que les Néerlandais ont ainsi connu une forme de décentral-isation organisée. ❖❖❖ D Zusammenfassung In diesem Artikel wird dargestellt, wie sich die Tarifverhandlungen in bezug auf die sich widersprechenden Themen der Bekämpfung der Arbeitslosigkeit und der Steigerung der Wettbewerbsfähigkeit entwickelt haben. Er untersucht im Rahmen einer empirischen Analyse, inwieweit die nationalen Rahmentarifverträge, die Teil des berühmten niederländischen Downloaded from 'Poldermodells' sind, durchgeführt werden. Auf nationaler Ebene werden Manteltarifverträge aufgestellt und Empfehlungen für eine Vielzahl von Fragen formuliert. Der Artikel zeigt, dass diese dann von den Verhandlungsparteien auf niedrigeren Tarifverhandlungsebenen ausgelegt und teilweise übernommen werden. Am Beispiel dreier Unternehmen wird veranschaulicht, in welch unterschiedlichem Maß die Ergebnisse der Tarifabkommen von den Unternehmen umgesetzt werden − ihr Verhalten reicht von treuem Folgen bis hin zu gezieltem Widerstand. Angesichts dieser Tatsachen entsteht der Eindruck, dass in den Niederlanden eine Form der organisierten Dezentralisierung stattgefunden hat. ❖❖❖
Multiple jobs, necessity or challenge?Summary Multiple jobs, necessity or challenge?Summary In 2007 7% of the employees in the Netherlands have more than one paid job. This percentage has been increasing over the past decade. We feel that employees with a second job should be included in debates on flexible work. In international research two hypotheses have been developed to explain the second jobs phenomenon: the ‘hours constraint’ hypothesis and the ‘heterogeneous jobs’ hypothesis. In this article we use data from the Netherlands Working Conditions Survey 2007 (NWCS) to test these hypotheses.The first hypothesis, the hours constraint hypothesis, is partly confirmed for Dutch employees. The heterogeneous jobs hypothesis is fully rejected. Having more than one job is therefore considered more a necessity than a challenge. However, a lack of suitable data on second and third jobs might be one of the reasons for the rejection of the heterogeneous jobs hypothesis.For future research we suggest collecting and analyzing data on employees’ second jobs in order to find out what factors influence employees choice for a second job. Also we suggest analyzing whether or not taking up a second job is a way for employees to improve their general labor market position or a stepping stone for entrepreneurship.
Good employership as predictor of good employeeship? Good employership as predictor of good employeeship? Partnership of employer and employee attracts a good deal of attention as they may provide the anchors of modern industrial relations. TNO has carried out a survey on 'Good Employership and Good Employeeship' as a part of a long term research programme. In the survey a questionnaire was distributed among 448 dyads of employees and supervisors in around the same number of companies with 50 or more personnel. We selected the supervisor as the other half of the couple as it is he who represents the employer on the shop floor and has a direct face to face relation with the employee. We asked the supervisor about the partnership behaviour of the employee and the employee about the partnership behaviour of the supervisor. In this way self report was avoided. We distinguished 7 dimensions of partnership behaviour of the supervisor, among them supportive leadership, paying attention to the work-life balance of his employee and stimulating his employability. We distinguished 5 dimensions of partnership behaviour of employees, among them the innovative work behaviour, extra role behaviour and controlling ones own work-life balance. A supervisor displays more partnership behaviour if he has trust in his employee and when the employee in his team is difficult to replace. For the employee trust in the employer does not come into it, an employee displays more partnership behaviour for altruistic reasons. We also found that partnership behaviour of the supervisor is a predictor for partnership behaviour of the employee and not the other way around. Also good employership relates to a higher contribution of the employee to the teams' productivity and to a better health of the employee.
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