2014
DOI: 10.1007/978-3-319-08605-7_5
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Employee Representatives in France: Employers’ Perceptions and Expectations Towards Improved Industrial Relations

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Cited by 1 publication
(2 citation statements)
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“…We can argue that only when skill and trust perceptions of the principal actors improve will dialogue (and by implication negotiation practices) become more constructive (Euwema et al, 2015). Evidence regarding France in this work suggests that HR and line managers perceive employee and union representatives as relatively poor in the types of skills that they would wish to see in a viable and credible negotiating partner, one able to bring constructive and innovative problem-solving capabilities to the table and negotiate agreements that help the firm compete as well as benefit its employees (Colson, Elgoibar, & Marchi, 2015). Employee representatives are also seen as overly partisan and ideological in perspective, leading to predictable and rigid negotiating positions that exclude the kind of flexibility, openness and perceived integrity needed to build a vital minimum of trust at the negotiating table, a pre-condition for cooperation and joint value creation.…”
Section: The "Culture Of Negotiation" and Patterns Of Interactionmentioning
confidence: 96%
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“…We can argue that only when skill and trust perceptions of the principal actors improve will dialogue (and by implication negotiation practices) become more constructive (Euwema et al, 2015). Evidence regarding France in this work suggests that HR and line managers perceive employee and union representatives as relatively poor in the types of skills that they would wish to see in a viable and credible negotiating partner, one able to bring constructive and innovative problem-solving capabilities to the table and negotiate agreements that help the firm compete as well as benefit its employees (Colson, Elgoibar, & Marchi, 2015). Employee representatives are also seen as overly partisan and ideological in perspective, leading to predictable and rigid negotiating positions that exclude the kind of flexibility, openness and perceived integrity needed to build a vital minimum of trust at the negotiating table, a pre-condition for cooperation and joint value creation.…”
Section: The "Culture Of Negotiation" and Patterns Of Interactionmentioning
confidence: 96%
“…pdf. 2 It is worth remembering that while only 11% of employees in France are union members 50% vote in union elections in their respective organizations (seeColson, Elgoibar, & Marchi, 2015; Dares, 2013).…”
mentioning
confidence: 99%