The effects of co-operating or conflicting over work
restructuring: evidence from employees
Authors
Nicolas Bacon and Paul Blyton
First published: February 2006
Abstract
This paper examines patterns of worker response to the introduction of
teamworking at two similar large work sites. We consider whether the patterns of response are significantly different where change has been introduced through a more cooperative or a more conflictual bargaining process. In the cooperative negotiations that more typified one site, trade unions made concessions, generating both dissatisfaction with the terms under which teams were introduced and a decline in job satisfaction. At the site more characterised by conflictual negotiations, employees were more satisfied with teamworking after unions protected manning in teams, negotiated a pay increase for more workers and the side payment of a desired 12-hours shift pattern. The findings indicate how response to workplace change depended upon the terms under which teams were introduced, in turn shaped in important part by the process of negotiating change.
Keywords: Worker, teamworking, co-operating
1. Basado en la comprension de este resumen, describa el objetivo y los
resultados del articulo A Conceptual Review of Human Resource Management Systems in Strategic Human Resource Management Research
David P. Lepak, , Hui Liao, , Yunhyung Chung, , Erika E. Harden, (2006)
Abstract:
A distinguishing feature of strategic human resource management
research is an emphasis on human resource (HR) systems, rather than individual HR practices as a driver of individual and organizational performance. Yet, there remains a lack of agreement regarding what these systems are, which practices comprise these systems, how these systems operate, and how they should be studied. Our goal in this paper is to take a step toward identifying and addressing several conceptual and methodological issues regarding HR systems. Conceptually, we argue that HR systems should be targeted toward some strategic objective and operate by influencing (1) employee knowledge, skills, and abilities, (2) employee motivation and effort, and (3) opportunities for employees to contribute. Methodologically, we explore issues related to the relationships among policies and practices, sampling issues, identifying the appropriate referent group(s), and who should serve as key informants for HR system studies.