Customer‐supplier relations and the diffusion of employee relations changes

Abstract

Describes the utility of supply chain partnerships as a mechanism for the diffusion of change in employee relations. Uses case study and survey evidence to explain the means by which this can be achieved. Examines data relating to both customer and supplier organizations in the manufacturing sector. Concludes that the customer‐supplier relationship can act as an agent of change in human resource management, particularly as they do not need to be artificially created, and can reach “peripheral” as well as “core” firms. Suggests that the local economic development agencies may be able to encourage the formation of networks of organizations in a particular industry and promote the spread of innovations in employee relations in this way.

Public Service Outsourcing and its Employment Implications in an Era of Austerity: The Case of British Social Care

“…Scarborough, 2000;Beaumont et al, 1996;Truss, 2004;Parry and Kelliher, 2009;Wright and Lund, 2003;Cunningham and James, 2009). Thus, on the one hand, research has shown that purchasers can positively shape the management of provider staff by specifying training requirements, (minimum) pay rates and other employment conditions, and requiring the introduction of more empowering work systems and processes (Truss, 2004) .…”

Determinants of the adoption of HRM practices in tourism SMEs in Spain: an exploratory study

“…HRM practices in SMEs are considerably affected by their network of business relations including customers, competitors and suppliers (Kinnie et al 1999). Beaumont et al (1996) argue that customers may impose requirements for the existence and the performance of certain HRM practices within the supplier that can contribute to achieving a status of ''good supplier''. Customers may also introduce supplier development programs, which may provide resources to suppliers for improving their performance including introduction and operation of certain HRM practices.…”

Employment relations in SMEs

“…However, drawing from an IPD-sponsored study, Kinnie et al (1999) examine SMEs within the context of the network of business relationships (customers, suppliers and competitors), to point out that other pressures, such as those from the supply chain and customer demand, can inhibit any notion of choice. The management of customer and supplier pressure in SMEs has attracted recent interest, particularly in relation to the notion of quality (Holliday, 1995; Beaumont et al, 1996) and this has shown how the SMEs' relationship with larger firms is important in terms of the employment relationship (Rainnie, 1989).…”