John Gennard

The Unimportance of Labels: The Diffusion of the Personnel/HRM Function

The important debate on the relationship between personnel specialists and line managers is the theme of this article. It argues, on empirical evidence, that the development of the relationship has not been to the detriment of personnel managers but has secured mutual benefits for both themselves and their line counterparts.

The role of personnel directors on the board of directors

Examines the role of 28 personnel directors on the boards of private business and public sector organizations and offers an analysis of their influence and the factors explaining that influence. First, personnel directors adopted a business orientation directly involving them in business strategy, although this was more emergent than formally planned. Second, successful personnel directors required professional competence in HR proactively contributing to solving business problems. Third, excellent social skills in developing effective interpersonal relations with other board directors was important. A fourth factor was the management style of the MD/CEO including recognition that personnel could make a significant contribution to business goals. Where the MD held a strong people orientation, personnel was likely to have influence, whereas if the MD’s priorities lay elsewhere then the role was tougher, but not impossible.

Power and influence in the boardroom: the role of the personnel HR director

In the last decade there has been an increasing interest in the role of people management in formulating key business decisions. This book offers a counterbalance to the predominant view that Human Resource and Personnel managers have little influence in the strategy making process. The research in this volume is based on original studies of sixty organisations. The authors examine the presence of Personnel / HR directors on different types of board in both private and public sectors, in small to medium sized firms. Through analysis of case studies, they examine: * The involvement of Personnel / HR directors in strategy formation and implementation. * Their informal power and influence on decisions. * The multi-directional nature of strategy formation. * The importance of the attitude of the Managing Director or Chief Executive to the status and role of Personnel / HR. * The proactive strategies which can persuade the senior management of the importance of Personnel / HR in adding value to businesses. The book offers guidance to Personnel / HR managers aspiring to raise their status in organizations, as well as an indication of the future development of the role of the people management at the highest levels of business. It will be essential reading for all those with a professional or academic interest in Human Resource Management and employment relations.

The financial crisis and employee relations

Purpose – The purpose of this paper is to examine the response of industrial relations systems to the current financial crisis.Design/methodology/approach – This editorial outlines the effect of the financial crisis on industrial output, unemployment and redundancies. It then examines the impact in the banking and manufacturing sectors of the single European market before looking more closely at the impact on individual European countries. There is also a look at public policy, labour market mechanisms design to protect employment levels and workers incomes.Findings – The financial crisis has led to large rises in unemployment and redundancies and to large falls in industrial output. Collective bargaining has played an important problem‐solving role in achieving a peaceful adjustment at the workplace to falls in product demand. Collective agreements have been concluded designed to preserve jobs by providing for shorter working time with the state providing compensation for the corresponding fall in income...

Employee relations public policy developments 1997-2001: a break with the past?

Outlines the new individual and collective rights established for all employees by the first Blair Labour Government. It then discusses the rationale for these developments, namely competitive advantage on the basis of labour market flexibility combined with minimum labour standards and security of employment for employees, the promotion of a partnership, as opposed to adversial, relationship between employers and employees at the workplace and the need to build a political consensus for a legal framework surrounding the UK employee relations system. The article concludes by assessing whether these developments represent a break and/or continuation relative to other twentieth century UK governments.

Development of transnational collective bargaining in Europe

Purpose – The purpose of this editorial is to examine the development of transnational collective bargaining at the company level in EuropeDesign/methodology/approach – This editorial outlines the levels at which bargaining takes place in the European Union, the EU Commission proposals for a procedure for transnational collective bargaining, the procedures agreed by the EMF and UNI‐Europa Graphical for the negotiation of company‐wide transnational agreements, and the content of some existing transnational company‐wide agreements.Findings – The existence of company‐wide transnational agreements demonstrates that European industry federations can provide added value to multinational companies by providing effective procedures within which transnational company agreements can be concluded. They also demonstrate that the negotiation of such agreements requires substantial resources and cannot be done without the assistance of the EWC. The existing transnational collective agreements in the metal trades show t...

A new emerging trend? Cross border trade union mergers

Purpose – The purpose of this editorial is to examine moves towards cross border trade union mergers.Design/methodology/approach – This editorial outlines the reasons why trade unions see the need to act outside their nation state boundaries.Findings – In the globalised economy if trade unions are to defend and advance the living standards of their members they cannot confine their activities to their national labour markets. Currently, trade unions attempt to do this via multi‐lateral link ups via Global Trade Union Federations and by developing links with their sister unions in other countries. A new mechanism is now being developed by trade unions to counter balance the economic strength of multi‐nationals, namely cross border trade union mergers.Originality/value – The editorial offers insights into the reasons for, and gives examples, for the emerging trend of the movement towards cross border trade union mergers.

Labour Government: change in employment law

Examines the changes in the UK legal framework, surrounding the employment relations system, to be introduced by the new Labour Government elected in May 1997. Discusses how these changes are designed to improve competitiveness, establish fairness at work, provide minimum employment standards and encourage a more flexible workforce.

Negotiations at multinational company level

Purpose – The purpose of this editorial is to examine the internal procedure for negotiations at multinational company level devised by the European Metalworkers Federation.Design/methodology/approach – The editorial outlines the EU Commissions social agenda between 2000 and 2010, examining the trade union position of the social partners.Findings – The European Commission has decided to prepare proposals for the introduction of a legal framework for collective bargaining at transnational sector level and within multi‐national corporations. The exact details of these proposals are presently unknown. Employers have expressed opposition to EU‐wide company collective agreements. The trade unions, on the other hand, have decided pending legislation on transnational negotiations to define guidelines with a view to promoting collective bargaining, if necessary with European companies.Originality/value – The editorial offers insight into negotiations at multinational company level.

Trade union merger strategies: good or bad?

Purpose – The purpose of this editorial is to review the significance of Roger Undys book, Trade Union Merger Strategies: Purpose, Process and Performance, Oxford University Press, 2008.Design/methodology/approach – The editorial outlines and evaluates the arguments put forward by Dr Undy to explain why trade union mergers take place. It also evaluates the books analysis of the politics of trade union mergers.Findings – As trade union membership has declined mergers have been prominent features in strategies of union revival. Yet, there is little empirical research into the effects of mergers on the unions actually merging or on their impact on the wider union movement. Dr Undy concludes that mergers do not provide a solution to the problem of falling membership and that transfers of engagements are often more successful than amalgamations.Originality/value – The editorial offers insights into the process, performance and effects of trade union mergers.