Myths and Fantasies in Discussing the End of Organized Labor: What Do We Mean When We Say There Is a Crisis of Labor Relations?

Lucio, Miguel Martínez

doi:10.1007/978-3-319-31475-4_2

Cited by 4 publications

(6 citation statements)

References 20 publications

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“…Negotiation studies show that although negotiation in organizations involves distribution of some resources, there are many opportunities for integrative negotiations if negotiators are able to transform single issues into multiple issues and make trade-offs (Brett, 2014). We observe this trend in collective negotiation, where there is greater social awareness within organizations (Martínez Lucio, 2016) of such issues as gender equality (Williamson and Baird, 2014), health and safety, and employee training (Heyes, 2013).…”

Section: Negotiating Distributive and Integrative Issuesmentioning

confidence: 73%

“…In most countries, ERs are elected for a period of 4 years to represent their co-workers in different types of organizational conflicts, negotiations, and decision-making processes (Conchon, 2011 ). Their role has become more complex and diverse, and is often a response to greater social awareness within organizations (Martínez Lucio, 2016 ; Nauta et al, 2016 ). Typically, framework negotiations take place at the sector level between unions and sectors in a given industry.…”

Section: Introductionmentioning

confidence: 99%

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Increasing Integrative Negotiation in European Organizations Through Trustworthiness and Trust

et al. 2021

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Integrative negotiation in which employers and employees create value is a major necessity in the current challenging context. Collective labor negotiations in organizations are traditionally focused on mostly distributive issues, such as pay, working hours, and holidays. However, the current situation demands the inclusion of other issues of a potentially more integrative nature, such as telework, sustainability, and risk prevention, the enhancement of which is a major challenge for organizations. In this study, we explore the negotiation process between management and employee representatives (ERs), analyzing the roles of trust and trustworthiness. We collected data from 614 human resources managers from different organizations in 11 European countries. The results confirm that ERs who management perceive to be trustworthy have a greater influence on negotiation, particularly with regard to integrative as opposed to distributive issues, and that trust partially mediates this relationship.

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Section: Negotiating Distributive and Integrative Issuesmentioning

confidence: 73%

Section: Introductionmentioning

confidence: 99%

Increasing Integrative Negotiation in European Organizations Through Trustworthiness and Trust

et al. 2021

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“…The decline in traditional industrial relations institutions makes union renewal an urgent challenge (Martínez-Lucio, 2016;Sen and Lee, 2015). Even with the decline of membership, recent literature firmly suggest that this is the moment where union 'revitalisation' becomes an important part of the labour and employment relations agenda (Fairbrother, 2015;Frege and Kelly, 2004;Martínez-Lucio, 2016;Simms, 2012).…”

Section: Decline Of Trade Union Densitymentioning

confidence: 99%

“…Even with the decline of membership, recent literature firmly suggest that this is the moment where union 'revitalisation' becomes an important part of the labour and employment relations agenda (Fairbrother, 2015;Frege and Kelly, 2004;Martínez-Lucio, 2016;Simms, 2012).…”

Section: Decline Of Trade Union Densitymentioning

confidence: 99%

“…Universally, trade union membership is in decline (Hyman, 2015;Sen and Lee, 2015), and the social and economic changes described above reduce the scope of union influence (Koukiadaki et al, 2016;Martínez-Lucio, 2016). This decline may lead workers to search for new forms of employee representation parallel to the unionised system (Haiter, 2015).…”

Section: Decline Of Trade Union Densitymentioning

confidence: 99%

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Improving social dialogue: What employers expect from employee representatives

Pender

Elgoibar

Munduate

et al. 2018

Econ. labour relat. rev.

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The model of social dialogue in organisations between management and employees is facing unprecedented challenges, and changing rapidly. In this new context of labour relations, experiences and expectations of each other are key drivers for the primary parties within this social dialogue. There has been little systematic research investigating the conditions for constructive social dialogue, particularly when it comes to 'soft factors', such as perceived competences, trust, influence and conflict behaviours. Addressing these issues based on theories of conflict, trust and influence, this article investigates the experiences and expectations of employee representatives (ERs) by human resource (HR) managers, their counterparts in social dialogue. The results of surveys conducted in 11 European countries indicate that, overall, employers found a model of structured dialogue with elected employee representatives useful. Furthermore, competences of ERs, cooperative conflict behaviours, informal relations and trust promoted the influence of ERs on organisational decision making and the quality of these decisions. We discuss implications for different systems of industrial relations. JEL code: J50

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Organising as a strategy to reach precarious and marginalised workers. A review of debates on the role of the political dimension and the dilemmas of representation and solidarity

Lucio

Marino

Connolly

2017

Transfer: European Review of Labour and Research

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Organising as a trade union strategy has caught the imagination of the labour movement over the past 20 years or so. The vast possibilities of new forms of organising go hand in hand with concern about its highly constrained and sometimes hierarchical use. This article looks at key aspects of the debate, focusing on the question of how new forms of organising reach out to more vulnerable and precarious workers. Similar to other colleagues in the field, we conclude that there are political and organisational gaps in organising strategies and that new forms of organising can in some instances be bureaucratic and apolitical. Furthermore, it is important to extend our understanding of the role of trade unions in relation to the state, organised working class constituencies, and social rights, especially as, with regard to vulnerable workers and their organisations, questions of regulation are highly sensitive and challenging.

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Myths and Fantasies in Discussing the End of Organized Labor: What Do We Mean When We Say There Is a Crisis of Labor Relations?

Cited by 4 publications

References 20 publications

Increasing Integrative Negotiation in European Organizations Through Trustworthiness and Trust

Increasing Integrative Negotiation in European Organizations Through Trustworthiness and Trust

Improving social dialogue: What employers expect from employee representatives

Organising as a strategy to reach precarious and marginalised workers. A review of debates on the role of the political dimension and the dilemmas of representation and solidarity

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