The frontiers within: why employee representatives fail to set up European works councils

Whittall, Michael; Lücking, Stefan; Trinczek, Rainer

doi:10.1111/j.1468-2338.2009.00546.x

Cited by 7 publications

(15 citation statements)

References 18 publications

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“…With greater internationalization, the volume and complexity of transnational business decisions is higher, and an EWC becomes more relevant to both management and workforce representatives (Marginson et al 2004). The ownership influences identified in previous studies (Waddington and Kerckhofs 2003;Whittall et al 2008) are uneven in their impact, while the influence of demographic factors is underlined.…”

Section: Discussionmentioning

confidence: 93%

“…The subsequent process of revising the directive, which eventually led to its recasting in 2009, was fiercely contended between European trade unions and employers' organizations (Jagodziński 2009). The framing of the directive, which leaves the establishment of EWCs to be triggered by employee representatives, or by management itself, renders the process open to contestation and has resulted in legal challenges at national and EU levels (Whittall et al 2009). Once established, the nature, quality, and timing of the key EWC processes of management's information provision to employee representatives and consultation with them have been the source of continuing dissatisfaction on the part of representatives (Waddington 2010).…”

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confidence: 99%

“…Yet according to the international configuration of MNCs, management as well as employee representatives may see benefits flowing from the establishment of an EWC (Hall and Marginson 2005). Equally, there may be circumstances in which representatives as well as management may perceive no additional value deriving from setting up an EWC (Whittall et al 2009). This suggests a contingency approach, consistent with the observation of strong variation in the incidence of EWCs according to structural factors such as MNCs' country of origin, sector, and employment size (Waddington and Kerckhofs 2003).…”

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confidence: 99%

“…Current research on both aspects of EWC variability is limited. Previous studies of EWC incidence have been confined to a few main structural characteristics (Waddington and Kerckhofs 2003;Whittall et al 2008), and none has established the relative strength of these. Our study's multivariate analysis examines the impact of a range of ownership, demographic, company organization, and employment relations variables on EWC incidence.…”

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confidence: 99%

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Variation in Approaches to European Works Councils in Multinational Companies

Marginson¹,

Lavelle²,

Quintanilla³

et al. 2013

ILR Review

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Drawing on a unique international data set of multinational companies' employment practices, the authors use logistic regression analysis to address variation in the existence of and management practice toward transnational social dialogue through European Works Councils (EWCs). Adopting a contingency perspective, they find that the degree of internationalization of companies' operations and management organization, international HR structure, and the presence of workforce organization exercise strong influence on whether multinationals covered by the relevant European Union legislation have established an EWC. So too do multinationals' country of origin, sector, and size by employment. While concern has focused on the significant proportion of EWCs in which management's information and consultation practice seems to be minimalist, the authors find that this is less likely to be the case where the HR function is internationalized.T he repercussions of the growing international integration of multinational companies' (MNCs') operations have prompted regulatory initiatives by supranational governmental authorities, including the United Nations (UN), the International Labour Organization (ILO), the Organisation

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Section: Discussionmentioning

confidence: 93%

mentioning

confidence: 99%

mentioning

confidence: 99%

mentioning

confidence: 99%

See 2 more Smart Citations

Variation in Approaches to European Works Councils in Multinational Companies

Marginson¹,

Lavelle²,

Quintanilla³

et al. 2013

ILR Review

View full text Add to dashboard Cite

show abstract

“…La politique de modération salariale en Allemagne est là pour le confirmer (Logeay et Ritzler, 2008). Les essais de coordination européenne au niveau des entreprises restent rares, fragmentaires et trop contradictoires pour qu'ils autorisent à conclure à plus qu'à la difficulté de leur extension (Whittall, Lücking et Trinczek, 2009). Dans tous les pays on repère des tentatives d'intervention sur les jachères syndicales (petites entreprises, salariés précarisés, jeunes et femmes, immigrés) (Frege et Kelly, 2004 ;ETUC, 2007 ;Phelan, 2007).…”

Section: Adaptations Et Expérimentations : Nombreuses Mais Pas Convaiunclassified

L’évolution de la négociation collective et de ses acteurs dans six pays européens

Dufour¹,

Hege²

2012

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Comment évoluent depuis la fin 1970 les statut et pratiques de négociation collective ? Quelles transformations sont repérables dans le comportement des acteurs ? Les six pays retenus dans cet article – Allemagne, Espagne, France, Grande-Bretagne, Italie, Suède – disposent de systèmes de relations professionnelles originaux. Les bouleversements économiques et sociaux poussent à des transformations, parallèlement à l’enjeu de l’Europe en construction. Les difficultés nées de la longue crise économique ne déstructurent pas ces systèmes, ni ne nivellent leur diversité. Les acteurs se montrent adaptables et jouent sur une acceptation sociale historiquement acquise pour maintenir leur influence. Ils investissent de nouveaux thèmes (emploi) et de nouveaux espaces d’échange (comités d’entreprise européens, pactes sociaux). Réponse apparemment rationnelle et efficace dans la crise, la négociation collective voit plutôt renforcée son statut, son cahier des charges densifié – dans les pays du continent européen. La Grande-Bretagne fait exception ; la mise en cause frontale du système de négociation collective et du pouvoir syndical souligne par contraste la tendance commune aux autres pays.Progressivement la négociation collective est perçue comme le pivot des systèmes de relations professionnelles ; les acteurs collectifs tendent à s’identifier à leur fonction de négociateurs. La dissolution des anciennes alliances entre syndicats et partis inaugure un mouvement peu commenté de dépolitisation du projet syndical, avec recentrage sur l’espace des relations professionnelles. Avec le 21esiècle, des contradictions apparaissent. Les acteurs, patronaux et syndicaux, perdent en représentativité et en capacité d’intégration de bases hétérogènes. Les systèmes de négociation perdent en rendement ; les États les contournent ainsi que leurs acteurs pour piloter des transformations sociales. Plus qu’à une crise des systèmes, on a affaire à une crise des acteurs. Pour les syndicats, elle soulève la question de la revitalisation de leurs liens avec leurs mandants, comme celle des nouvelles alliances à construire.

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Careless whispers: confidentiality and board-level worker representatives

Franca

Doherty

2020

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PurposeThe article focuses on the role that ‘confidential information’ plays in relation to the work of board-level worker representatives, and their interaction with other worker participation mechanisms. Thus, the purpose of the paper is to explore the implications of confidentiality of board-level information for effective worker participation. The main argument is that if board-level worker representatives are excessively constrained by confidentiality provisions, their capacity to work effectively is brought into question.Design/methodology/approachA qualitative research was undertaken on a sample of 12 public limited companies in Slovenia. In each company, three interviews were conducted: with the CEO or board member, with a board-level worker representative and with a works councilor, who was not a board-level worker representative (36 interviews in total). Each of these interviewees has a particular role, and interest, in handling confidential information. Thus, a method of triangulation by groups was employed. The interviews were conducted at the company premises during October and November 2017. The results were analysed by the content analysis method.FindingsThis research confirms that in the majority of companies, nearly all of the material and information discussed by the board is deemed to be ‘confidential’. Consequently, communication between board-level worker representatives and the works council is rendered difficult, if not impossible. The results indicate an urgent need to redefine the concept of confidentiality and to reinforce the level of communication between management boards and works councils.Research limitations/implicationsThe research is limited to one country, which, by no means, is fatal, as international comparisons, although of greater breadth, often lose some depth of analysis (especially, for example, where there are differences in legal contexts). Although the issues discussed in the paper are of relevance to all those with an interest in worker participation mechanisms, they cannot be generalised mostly due to national specificities.Originality/valueThe question of confidentiality as between the board, board-level worker representatives, works councils, trade unions and other form of worker representation, despite its importance, has been raised quite rarely in research. In this research, three groups of stakeholders (CEO/board member, board-level workers representative and works council members) have been covered, with the aim to extend the understanding of how confidentiality obligations impact relationships between these.

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The frontiers within: why employee representatives fail to set up European works councils

Cited by 7 publications

References 18 publications

Variation in Approaches to European Works Councils in Multinational Companies

Variation in Approaches to European Works Councils in Multinational Companies

L’évolution de la négociation collective et de ses acteurs dans six pays européens

Careless whispers: confidentiality and board-level worker representatives

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