The role of institutional and intermediary forces in shaping patterns of employee involvement and participation (EIP) in Anglo-American countries

Marchington, Mick

doi:10.1080/09585192.2014.1003088

Cited by 19 publications

(37 citation statements)

References 38 publications

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“…Moreover, legislation on ICE and EWCs means some employers in LMEs are bound by statutory laws that mandate certain forms of voice. Both Hall and Purcell (2012) and Marchington (2015a) found that where large employers in the UK had used JCCs and/or partnership forums for some time, they were quite comfortable with these arrangements and open to EWCs if they had locations in several EU countries. In Australia, too, the Federal Court has powers to fine employers for failing to consult workers properly.…”

Section: The Role Of 'Hard' Institutional Forces In Shaping Voice At mentioning

confidence: 99%

Section: Challenges Of Definition: Meanings and Interpretations Of Famentioning

confidence: 99%

“…This relates to her work in areas such as disorganised organisational hierarchies, feminisation, formal and informal labour market segmentation, flexibility and liberal market economic regimes. It reviews the notion of fair (Marchington, 2015a). Thirdly, it explores challenges to fair voice at the organisational level where formal practices can be undermined by managerial preferences for informal voice which is difficult to sustain.…”

Section: Introductionmentioning

confidence: 99%

“…Voice is also shaped by 'soft' forces -for example, by the Advisory Conciliation and Arbitration Service (Acas) or the Involvement and Participation Association (IPA) in the UK. At the intermediary level, lead bodies for employers and trade unions, professional associations, specialist bodies promoting partnership, management consultants and 'movements' such as Engage for Success have also captured space to promote specific forms of voice (Marchington, 2015a). Thirdly, it explores challenges to fair voice at the organisational level where formal practices can be undermined by managerial preferences for informal voice which is difficult to sustain.…”

Section: Introductionmentioning

confidence: 99%

“…This category is typically high in degree and wide in scope, providing opportunities for employee representatives to discuss issues with managers, or where collective bargaining exists to negotiate terms and conditions of employment. Second is direct voice, where individual employees receive information and have a say through mechanisms including team briefing or problem-solving groups, suggestion schemes, engagement surveys or social media platforms, which have all become more widespread in LMEs (Marchington, 2015a This demonstrates voice is more complex than a straightforward continuum from no involvement (information) to extensive workforce involvement (control). The extent to which voice practices are perceived as fair depends on the degree to which they are embedded, the ways in which they overlap, the scope of topics covered and the level at which voice decisions are taken.…”

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confidence: 99%

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Making work more equal

Grimshaw

Fagan²,

Hebson

et al. 2017

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This electronic version has been made freely available under a Creative Commons (CC-BY-NC-ND) licence, thanks to the support of The University of Manchester, which permits non-commercial use, distribution and reproduction provided the author(s) and Manchester University Press are fully cited and no modifications or adaptations are made. Details of the licence can be viewed at https://creativecommons.org/licenses/by-nc-nd/3.0/ PrefaceThis book is inspired by, and dedicated to, Jill Rubery. Jill is a major figure in international debates on inequalities in work and employment. Her intellectual contributions are renowned for both their critical questioning of mainstream theoretical approaches, whether in economics, management, industrial relations or comparative systems, and their attention to real-world empirical detail. Jill's intellectual roots are with the influential Cambridge economics group researching labour market segmentation in the late 1970s and 1980s during a period when Keynesian economic thought was being eclipsed by neoclassical economics modelling. The research was inter-disciplinary, grounded in data (mostly involving case studies of firms) and driven by an ambitious intellectual agenda that developed theory while also illuminating practical matters of relevance to policy-makers and practitioners. During these Cambridge years, Jill developed a very important network of international friends and colleagues who formed the backbone of the International Working Party on Labour Market Segmentation, which Jill co-founded in 1979, and who provided the impetus for Jill's intellectual interest in comparative employment systems. Collaboration was an important characteristic of Jill's work then and continued following her move to Manchester in 1989 where for nearly three decades many colleagues have benefited enormously from working with her on high-profile research projects, publications and policy advisory work. This book has therefore been a rather strange experience for many of us because we are so used to talking through ideas and our writing with Jill. Her absence, dictated by the tradition of the Festschrift, feels wrong! We would like to say thank you to the 33 friends and colleagues of Jill who have contributed to this volume. We are very conscious that we were unable to invite many others due to MUP page-length restrictions, in particular many younger colleagues and ex-PhD students. We were able to expand the numbers somewhat by suggesting to several colleagues that they co-authored chapters in order to bring a greater number of Jill's friends into the book. These suggestions were generously accepted and we believe they have in fact proven very fruitful, especially in expanding the cross-national comparative scope of chapters. 1A new labour market segmentation approach for analysing inequalities: introduction and overview Damian Grimshaw, Colette Fagan, Gail Hebson and Isabel TavoraThere is a real need for a new multi-dimensional approach to understanding inequalities in work and employment. Face...

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Section: The Role Of 'Hard' Institutional Forces In Shaping Voice At mentioning

confidence: 99%

Section: Challenges Of Definition: Meanings and Interpretations Of Famentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

mentioning

confidence: 99%

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Making work more equal

Grimshaw

Fagan²,

Hebson

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Managing the Employment Relationship

Associates

2013

China Briefing

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Previous chapters in this book have looked at human resource management (HRM) in the broader context, including how it relates and contributes to the business strategy of organizations. Other chapters have looked at the more functional aspects of HR, such as recruitment and selection, flexible working and reward. This chapter will consider the management of the employment relationship. The chapter begins by discussing what is meant by 'the employment relationship', a term that is often used in a simplistic way, obscuring the complexities of such a relationship. The chapter goes on to consider the different organizational perspectives with regard to managing the relationship before considering the dynamic relationships between the various 'actors' involved in the employment relationship. By taking a multi-level approach, the chapter allows us to explore the employment relationship from different perspectives. One section looks at the role that the state, and in particular government, has in various aspects of managing people. The next looks at employers' organizations and the extent to which they are able to influence employment matters at the local, organizational, level. No discussion of the employment relationship is complete without a consideration of the power relations between management and workers and between workers and the government and this is covered in 'Employers and employers' associations'. The remaining sections of the chapter look at employee 'voice' and the individual and collective representation of workers; 'Employee voice' focuses on employee involvement, engagement and participation and looks at the role of trade unions and works councils. The final section of the chapter examines how the media are able to impact on the employment relationship.

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