Avoidance strategies and the German system of co-determination

Royle, Tony

doi:10.1080/095851998340739

Cited by 71 publications

(65 citation statements)

References 4 publications

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“…However, as indicated by case studies (Mueller, 1998;Royle, 1998;Raess and Burgoon, 2006), there may be opposing effects resulting in a negative interaction. First, important decisions are made by managers of the foreign parent company and not by managers of the local establishment.…”

Section: The Interaction With Foreign Ownersmentioning

confidence: 99%

Non-union worker representation, foreign owners, and the performance of establishments

Jirjahn

Mueller

2012

Oxford Economic Papers

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Using German establishment data, this study provides the first econometric analysis on the interaction of establishment-level codetermination and foreign owners. Works councils are associated with higher productivity in domestic-owned establishments while they are associated with lower productivity in foreign-owned establishments. Our results conform to the notion that foreign ownership can involve strong tensions with the institutional patterns of the host country.JEL classifications: J53, J54, M54.

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Section: The Interaction With Foreign Ownersmentioning

confidence: 99%

Non-union worker representation, foreign owners, and the performance of establishments

Jirjahn

Mueller

2012

Oxford Economic Papers

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“…This work suggests that more successful outcomes emerge from codetermination when relations between council and management are cooperative. More pointedly, a series of case studies emphasize that cooperation between managers and works councils is less likely when the establishment has foreign ownership (Mueller 1998, Raess and Burgoon 2006, Royle 1998, Wever 1995. Indeed, Jirjahn and Mueller (2011) show that cooperative relationships are harder to achieve in foreign owned establishments and estimate a negative interaction effect of works councils and foreign ownership on productivity.…”

Section: Work Councils and Variable Paymentioning

confidence: 99%

“…In the German subsidiaries they study, Temple et al, (2006) found that each subsidiary successfully undertook actions attempting to free themselves from representative worker organizations that placed restrictions on their autonomy. These actions can be crucial for unilaterally implementing pay policies and are among those catalogued earlier by Ferner and Edwards (1995) and Royle (1998): co-opting works councils, manipulating formal provisions governing works councils, bypass strategies, seeking independent agreements and moving within the vast German bargaining structure to gain advantage. Such actions may be even more likely if headquarters management has little experience with codetermination causing them to view works councils simply as an obstacle.…”

mentioning

confidence: 99%

Variable Pay, Industrial Relations and Foreign Ownership: Evidence from Germany

Heywood

Jirjahn

2013

Brit J Industrial Rel

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Standard-Nutzungsbedingungen:Die Dokumente auf EconStor dürfen zu eigenen wissenschaftlichen Zwecken und zum Privatgebrauch gespeichert und kopiert werden.Sie dürfen die Dokumente nicht für öffentliche oder kommerzielle Zwecke vervielfältigen, öffentlich ausstellen, öffentlich zugänglich machen, vertreiben oder anderweitig nutzen.Sofern die Verfasser die Dokumente unter Open-Content-Lizenzen (insbesondere CC-Lizenzen) zur Verfügung gestellt haben sollten, gelten abweichend von diesen Nutzungsbedingungen die in der dort genannten Lizenz gewährten Nutzungsrechte. We use a representative sample of German establishments to show that those with foreign ownership are more likely to use performance appraisal, profit sharing and employee share ownership than are those with domestic ownership. Moreover, we show that works councils are associated with an increased probability of using each of the three practices when under domestic ownership but not when under foreign ownership. These results inform the on-going debate over institutional duality, the extent to which foreign firms adopt uniform practices independent of local institutions and the extent to which they adapt and participate in those local institutions. Terms of use: Documents in EconStor may

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“…Fajana (2006) maintains that the principal reason for establishing a grievance handling scheme for unorganized workers may be to keep off trade unionism. Case studies have reported global policies on union avoidance in the multinationals and in extreme instances such policies have been moderated only minimally by host country regulations (Royle, 1998). Union avoidance strategies or substitution tactics include less job creation which is adopted to reduce the prospective number of employees that are likely to form or join union in multinational companies (Aamodt, 1999).…”

Section: Staff Resourcing and Outcome Of Autonomy And Controlmentioning

confidence: 99%

Influence of HR Practices on Autonomy and Control in Selected Upstream Multinational Oil Companies in Nigeria

Oghojafor

Mbah

2012

ijhrs

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This study addressed the complexities in decision-making on personnel policies and practices in the Multinational companies. The purpose was to examine the influence of human resource practices on outcome of autonomy and control in the selected Upstream Multinational oil companies in Lagos State, Nigeria. The study adopted a field survey research method with validated and tested reliable instruments, the questionnaire and the interview. The Cronbach"s alpha reliability test of all variables indicated (.876) above the recommended (0.7) cut off point of high reliability statistics. A Random Sampling Technique was adopted for selection of 5 (25.4%) of 22 companies in the Upstream Multinational oil sector as sample population while a total of 300 randomly selected research subjects represented respondents of the present study. The Chi-Square (X 2 ) Test, Pearson Product Moment Correlation Coefficient and the Regression Analysis were statistical tools used with the aid of Statistical Package for Social Sciences (SPSS) to test hypotheses. Findings revealed among others that influence of staff resourcing is more on outcome of autonomy and control in the subsidiaries; that when the influence of staff resourcing increases or is extensively established at the headquarters, it"s influence on outcome of autonomy and control also increases in the subsidiaries; that there is a significant direct relationship between outcome of autonomy and control and HR practice(s) which implies that when autonomy increases as a result of a corresponding increase in extensively established HR practice(s), employees gain more satisfaction on the job whereas, when control increases as a result of a corresponding increase in control strategies in HR practices, employees gain less satisfaction on the job. It was however concluded among others that a new policy redirection that is people-oriented be adopted to ensure more employee autonomy and less control in the Upstream MNC subsidiaries in Nigeria.

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Avoidance strategies and the German system of co-determination

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Cited by 71 publications

References 4 publications

Non-union worker representation, foreign owners, and the performance of establishments

Non-union worker representation, foreign owners, and the performance of establishments

Variable Pay, Industrial Relations and Foreign Ownership: Evidence from Germany

Influence of HR Practices on Autonomy and Control in Selected Upstream Multinational Oil Companies in Nigeria

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