Kooperativer Bibliotheksverbund

UID:

Format: 1 online resource (xxi, 199 pages) : , llustrations, charts

Edition: 1st ed. 2015.

ISBN: 3-319-08605-7

Series Statement: Industrial Relations & Conflict Management,

Content: This volume focuses on describing the social dialogue system in organizations from an Human Resources Management perspective. Based on the NEIRE model for industrial relations, key factors are determined contributing to creative social dialogue in European organizations. Actual data from surveys and interviews from more than 700 CEO and HR managers in eleven European countries give insights in the experiences with and expectations of employers of social dialogue. The volume offers a comprehensive introduction to the historical context and current situation in social dialogue in these countries. This context helps to understand the current major challenges in each country when it comes to a vital social dialogue. Using good practices from many organizations, this book offers an agenda for innovative and cooperative social dialogue in organizations.

Note: Chapter 1: Employee Representatives in European Organizations; Martin Euwema, Ana García, Lourdes Munduate, Patricia Elgoibar and Erica Pender -- Chapter 2: Belgium: Management Perceptions of Social Dialogue at the Company Level in Belgium; Valeria Pulignano and Nadja Doerflinger -- Chapter 3: Denmark: Employee Representatives in Denmark. How Employers See them and What they Expect; Soren Viemose and Hans Jørgen Limborg -- Chapter 4: Estonia: Employee Representatives in Estonia. How are they Perceived and What are the Expectations by Employers in Estonia? Mare Teichmann and Merle Lõhmus -- Chapter 5: France: Employee Representatives in France: Employers’ Perceptions and Expectations Towards Improved Industrial Relations; Aurélien Colson, Patricia Elgoibar and Francesco Marchi -- Chapter 6: Germany: Management’s Perceptions of Social Dialogue at the Company Level in Germany; Michael Whittall -- Chapter 7: Italy: Management’s Perceptions of Social Dialogue at the Company Level in Italy; Giovanni Passarelli -- Chapter 8: The Netherlands: Industrial Relations and Works Councils in The Netherlands. Results from Interviews and a Survey Among HR Managers; Aukje Nauta -- Chapter 9: Poland: Employee Representatives in Poland. How are they Perceived and What are the Expectations by Employers in Poland? Barbara Kożusznik and Jarosław Polak -- Chapter 10: Portugal: Employee Representatives in Portugal. How are they Perceived and What are the Expectations of Employees in Portugal? Ana Passos -- Chapter 11: Spain: Employee Representatives in Spain. Which are the Perceptions and Expectations by Employers? Lourdes Munduate, Ana García, Erica Pender, Patricia Elgoibar and Francisco Medina -- Chapter 12: United Kingdom: Employee Representatives and Participation in the United Kingdom; Miguel Martínez-Lucio and Arjan Keizer -- Chapter 13: The Tower of Power: Building Innovative Organizations through Social Dialogue; Ana García, Erica Pender, Patricia Elgoibar, Lourdes Munduate and Martin Euwema. , Also available in print form. , English

Additional Edition: Print version: ISBN 9783319086040

Language: English

DOI: 10.1007/978-3-319-08605-7

UID:

Format: XXI, 199 p. 21 illus. in color. , online resource.

ISBN: 9783319086057

Series Statement: Industrial Relations & Conflict Management,

Content: This volume focuses on describing the social dialogue system in organizations from an Human Resources Management perspective. Based on the NEIRE model for industrial relations, key factors are determined contributing to creative social dialogue in European organizations. Actual data from surveys and interviews from more than 700 CEO and HR managers in eleven European countries give insights in the experiences with and expectations of employers of social dialogue. The volume offers a comprehensive introduction to the historical context and current situation in social dialogue in these countries. This context helps to understand the current major challenges in each country when it comes to a vital social dialogue. Using good practices from many organizations, this book offers an agenda for innovative and cooperative social dialogue in organizations.

Note: Chapter 1: Employee Representatives in European Organizations; Martin Euwema, Ana García, Lourdes Munduate, Patricia Elgoibar and Erica Pender -- Chapter 2: Belgium: Management Perceptions of Social Dialogue at the Company Level in Belgium; Valeria Pulignano and Nadja Doerflinger -- Chapter 3: Denmark: Employee Representatives in Denmark. How Employers See them and What they Expect; Soren Viemose and Hans Jørgen Limborg -- Chapter 4: Estonia: Employee Representatives in Estonia. How are they Perceived and What are the Expectations by Employers in Estonia? Mare Teichmann and Merle Lõhmus -- Chapter 5: France: Employee Representatives in France: Employers’ Perceptions and Expectations Towards Improved Industrial Relations; Aurélien Colson, Patricia Elgoibar and Francesco Marchi -- Chapter 6: Germany: Management’s Perceptions of Social Dialogue at the Company Level in Germany; Michael Whittall -- Chapter 7: Italy: Management’s Perceptions of Social Dialogue at the Company Level in Italy; Giovanni Passarelli -- Chapter 8: The Netherlands: Industrial Relations and Works Councils in The Netherlands. Results from Interviews and a Survey Among HR Managers; Aukje Nauta -- Chapter 9: Poland: Employee Representatives in Poland. How are they Perceived and What are the Expectations by Employers in Poland? Barbara Kożusznik and Jarosław Polak -- Chapter 10: Portugal: Employee Representatives in Portugal. How are they Perceived and What are the Expectations of Employees in Portugal? Ana Passos -- Chapter 11: Spain: Employee Representatives in Spain. Which are the Perceptions and Expectations by Employers? Lourdes Munduate, Ana García, Erica Pender, Patricia Elgoibar and Francisco Medina -- Chapter 12: United Kingdom: Employee Representatives and Participation in the United Kingdom; Miguel Martínez-Lucio and Arjan Keizer -- Chapter 13: The Tower of Power: Building Innovative Organizations through Social Dialogue; Ana García, Erica Pender, Patricia Elgoibar, Lourdes Munduate and Martin Euwema.

In: Springer eBooks

Additional Edition: Printed edition: ISBN 9783319086040

Language: English

DOI: 10.1007/978-3-319-08605-7

URL: http://dx.doi.org/10.1007/978-3-319-08605-7

URL: kostenfrei

UID:

Format: 1 online resource (213 pages)

ISBN: 9783319086057

Series Statement: Industrial Relations and Conflict Management Ser.

Content: Intro -- EU Text and Logo -- Preface -- Contents -- List of Contributors -- Author Biographies -- Chapter 1 -- Employee Representatives in European Organizations -- 1.1 The Role of Social Dialogue in European Industrial Relations -- 1.1.1 Perceptions of Employers on Employee Representatives in the Social Dialogue -- 1.2 Social Dialogue in Europe -- 1.2.1 Differences within the Labor Relations Systems in Europe and Their Impact on Social Dialogue in Organizations -- 1.2.2 Trends Influencing Social Dialogue at the Organizational Level -- 1.3 A Framework to Study and Promote Social Dialogue in Organizations -- 1.3.1 Description of the Purposes and Methodology of the Project -- 1.3.1.1 Quality of Collective Agreements in Organizations and Conflict Efficacy -- 1.3.1.2 Impact on Organizational Issues -- 1.3.1.3 Type of Conflict and Conflict Management -- 1.3.1.4 Trust -- 1.3.1.5 Competencies of ERs -- 1.3.1.6 Commitment of ERs -- 1.3.1.7 Industrial Relations Climate and Investment in Social Dialogue -- 1.3.2 The Results at a Glance -- 1.3.3 Empowerment of ERs -- 1.3.4 Structure and Content of this Book -- References -- Chapter 2 -- Management Perceptions of Social Dialogue at the Company Level in Belgium. -- 2.1 The Context: Industrial Relations in Belgium -- 2.1.1 The Main Features of the Belgian System of Industrial Relations -- 2.1.2 Resisting Global and National Challenges? -- 2.1.3 Social Partners and the Crisis -- 2.2 What Do Human Resources Managers Say? Conclusions Drawn from the Interviews. -- 2.2.1 Overall Evaluation of Company Level Social Dialogue -- 2.2.2 Changes Desired by Employers -- 2.2.3 Structures of Employee Representation -- 2.2.4 Openness Towards Change -- 2.2.5 Relationship Among Different Trade Unions -- 2.3 Perceptions of Human Resources Managers on Employee Representatives. Results of the Survey.

Note: Description based on publisher supplied metadata and other sources

Additional Edition: ISBN 9783319086040

Additional Edition: Erscheint auch als Druck-Ausgabe ISBN 9783319086040

Language: English

Keywords: Electronic books. ; Electronic books

URL: lizenzpflichtig

URL: Click here to view book

URL: Full-text  ((OIS Credentials Required))

UID:

Format: 1 online resource (213 pages)

ISBN: 9783319086057

Series Statement: Industrial Relations and Conflict Management Ser.

Note: Intro -- EU Text and Logo -- Preface -- Contents -- List of Contributors -- Author Biographies -- Chapter 1 -- Employee Representatives in European Organizations -- 1.1 The Role of Social Dialogue in European Industrial Relations -- 1.1.1 Perceptions of Employers on Employee Representatives in the Social Dialogue -- 1.2 Social Dialogue in Europe -- 1.2.1 Differences within the Labor Relations Systems in Europe and Their Impact on Social Dialogue in Organizations -- 1.2.2 Trends Influencing Social Dialogue at the Organizational Level -- 1.3 A Framework to Study and Promote Social Dialogue in Organizations -- 1.3.1 Description of the Purposes and Methodology of the Project -- 1.3.1.1 Quality of Collective Agreements in Organizations and Conflict Efficacy -- 1.3.1.2 Impact on Organizational Issues -- 1.3.1.3 Type of Conflict and Conflict Management -- 1.3.1.4 Trust -- 1.3.1.5 Competencies of ERs -- 1.3.1.6 Commitment of ERs -- 1.3.1.7 Industrial Relations Climate and Investment in Social Dialogue -- 1.3.2 The Results at a Glance -- 1.3.3 Empowerment of ERs -- 1.3.4 Structure and Content of this Book -- References -- Chapter 2 -- Management Perceptions of Social Dialogue at the Company Level in Belgium. -- 2.1 The Context: Industrial Relations in Belgium -- 2.1.1 The Main Features of the Belgian System of Industrial Relations -- 2.1.2 Resisting Global and National Challenges? -- 2.1.3 Social Partners and the Crisis -- 2.2 What Do Human Resources Managers Say? Conclusions Drawn from the Interviews. -- 2.2.1 Overall Evaluation of Company Level Social Dialogue -- 2.2.2 Changes Desired by Employers -- 2.2.3 Structures of Employee Representation -- 2.2.4 Openness Towards Change -- 2.2.5 Relationship Among Different Trade Unions -- 2.3 Perceptions of Human Resources Managers on Employee Representatives. Results of the Survey. , 2.4 Suggestions Given by Human Resources Managers to Improve Social Dialogue in Belgium -- 2.5 Discussion and Expectations of Belgian Human Resources Managers on Employee Representatives' Roles, Attitudes and Competences -- References -- Chapter 3 -- Employee Representatives in Denmark. How Employers see them and what they Expect -- 3.1 Historical Context of the Labor Movement in Denmark -- 3.2 The Current Situation of Employee Representatives. What do Employers Say? -- 3.2.1 'The Formal Structure is Perceived as Far too Rigid' -- 3.2.2 'There is a Need for More Professionalism' -- 3.2.3 'ER's Lack the Competencies Needed to Engage in Development' -- 3.2.4 'The Unions are Behind in the Perception of the Real Challenges' -- 3.2.5 'It is Unclear Who They Represent and on What Mandate' -- 3.2.6 There is a Lack of Trust -- 3.2.7 EU Policies -- 3.3 Perceptions of Employers on ERs. Results of the Survey -- 3.4 Suggestions Given by Employers to Improve Social Dialogue in Denmark -- 3.4.1 Improving ERs' Competences to Analyze and Negotiate -- 3.4.2 Proactive Attitude from the ERs and the Unions (International) -- 3.4.3 Unions and ERs Should Leave the Conflicting Attitude -- 3.5 Discussion on Expectations of Danish Employers on ERs' Roles, Attitudes and Competences -- References -- Chapter 4 -- Employee Representatives in Estonia. How are they Perceived and what are the Expectations by Employers? -- 4.1 Historical Context of the Labor Movement in Estonia -- 4.2 Current Situation of the ERs. What do Human Resources Managers Say? -- 4.3 Perceptions of Employers on Employee Representatives. Results of the Survey -- 4.4 Suggestions Given by Employers to Improve Social Dialogue in Estonia -- 4.5 Discussion about the Expectations of Estonian Human Resources Managers on ERs' Roles, Attitudes and Competences -- References -- Chapter 5. , Employee Representatives in France: Employers' Perceptions and Expectations Towards Improved Industrial Relations -- 5.1 Historical Context of Industrial Relations and the Labor Movement in France -- 5.1.1 The System of Industrial Relations in France: A Centralized, Conflict-prone, Tradition -- 5.1.2 Actors of Industrial Relations in France: Towards Improved Representativeness? -- 5.2 Current Situation of the Employee Representatives (ERs): What do Human Resources Managers Say? -- 5.3 Perceptions of Human Resources Managers on Employee Representatives. Results of the survey -- 5.4 Suggestions Given by Employers to Improve Social Dialogue in France -- 5.5 Discussion on Expectations of French Employers on Employee Representatives' Roles, Attitudes, and Competences -- References -- Chapter 6 -- Management's Perceptions of Social Dialogue at the Company Level in Germany -- 6.1 Historical Context of Industrial Relations and the Labor Movement -- 6.2 The Current Situation of Employee Representatives: What Do Human Resource Managers Say? -- 6.2.1 Social Dialogue and the Attitudes of Works Councils -- 6.2.2 Competencies of Works Councils -- 6.2.3 Trust and Labor Relations -- 6.3 Employers' Perceptions of ERs. Results of the Survey -- 6.4 Suggestions Given by Employers to Improve Social Dialogue in Germany -- 6.5 Discussion: Expectations of German Employers on ERs' Roles, Attitudes and Competences -- References -- Chapter 7 -- Management's Perceptions of Social Dialogue at the Company Level in Italy -- 7.1 The Context: Industrial Relations and Collective Bargaining in Italy -- 7.1.1 The Main Characteristics of Collective Bargaining in Italy -- 7.1.2 Historical Development of Industrial Relations -- 7.1.3 Workplace Representation -- 7.2 The Current Situation of Employee Representatives. What Do Employers Say? Conclusions of the Interviews. , 7.3 Perceptions of employers on ERs. Results of the survey -- 7.4 Suggestions Given by Employers to Improve Social Dialogue in Italy -- 7.5 Discussion and Expectations of Italian Employers on ERs' Roles, Attitudes and Competences -- References -- Chapter 8 -- Industrial Relations and Works Councils in the Netherlands-Results from Interviews and a Survey among HR Managers -- 8.1 The Context: Industrial Relations in the Netherlands -- 8.2 What Do Human Resources Managers Say? Conclusions Drawn from the Interviews -- 8.2.1 Overall Evaluation of Company Level Social Dialogue -- 8.2.2 Changes Desired by Employers -- 8.3 Perceptions of Human Resources Managers on Employee Representatives. Results of the Survey -- 8.4 Conclusions and Recommendations -- References -- Chapter 9 -- Employee Representatives in Poland. How are they Perceived and what are the Expectations by Employers? -- 9.1 Social and Historical Context of the Labor Movement in Poland -- 9.2 The Current Situation of Polish Trade Unions -- 9.3 What do Employers Say About the Current Situation of the ERs? Conclusions of the Interviews -- 9.4 Employers' Perceptions of ERs. Results of the Survey -- 9.5 Suggestions Given by Employers to Improve Social Dialogue in Poland -- 9.6 Discussion on Expectations of Polish Employers on ERs' Roles, Attitudes and Competences -- References -- Chapter 10 -- Employee Representatives in Portugal. How are they Perceived and what are the Expectations by Employers? -- 10.1 The Historical Context of the Labor Movement in Portugal -- 10.2 The Current Situation of ERs -- 10.2.1 Attitudes and Competencies -- 10.2.2 Trust and Relationship among ERs and Management -- 10.2.3 Labor Relations in Organizational Conflicts -- 10.3 Perception of HR Managers on ERs: Results from the Survey -- 10.4 Suggestions Made by Employers to Improve Social Dialogue in Portugal. , 10.5 Discussion on the Expectations of Portuguese Employers Concerning the Roles, Attitudes and Competencies of ERs -- References -- Chapter 11 -- Employee Representatives in Spain. Which are the Perceptions and Expectations by Employers? -- 11.1 The Context: Industrial Relations in Spain -- 11.1.1 The Historical Background of Spanish Industrial Relations -- 11.1.2 Social Dialogue Over the Period of Financial Crisis (2008-2013) -- 11.2 Current Situation of the ERs. What do Employers Say? Conclusions Drawn from the Interviews -- 11.3 Perceptions of Employers on ERs: Conclusions Drawn from the Surveys -- 11.4 Suggestions Given by Employers to Improve Social Dialogue in Spain -- 11.5 Discussion on Expectations of Spanish Employers on ERs' Roles, Attitudes and Competences -- References -- Chapter 12 -- Employee Representatives and Participation in the United Kingdom -- 12.1 Introduction -- 12.2 The Historical Context and Developments in Employee Representation -- 12.3 Current Situation of Employment Relations According to HR Managers -- 12.4 The Survey -- 12.5 HR Managers' Suggestions for Improving Social Dialogue -- 12.6 Discussion and Analysis -- References -- Chapter 13 -- The Tower of Power: Building Innovative Organizations Through Social Dialogue -- 13.1 Perceptions of European HR Managers About ERs: A Cross-Cultural View -- 13.1.1 Quality of Collective Agreements in Organizations -- 13.1.2 Impact of ERs on Traditional and Innovative Issues -- 13.1.3 Frequency of Conflicts Between Management and ERs -- 13.1.4 Perceived Conflict Management by ERs -- 13.2 Ten Practical Recommendations and Good Practices -- 13.2.1 Promote Innovative Social Dialogue -- 13.2.2 Make Simple and Flexible Structures for Social Dialogue -- 13.2.3 Unions Become More Innovative and Less Ideological -- 13.2.4 Invest in Social Dialogue -- 13.2.5 Invest in Informal Relations. , 13.2.6 Build Trust.

Additional Edition: Print version: Euwema, Martin Promoting Social Dialogue in European Organizations Cham : Springer International Publishing AG,c2014 ISBN 9783319086040

Language: English

Keywords: Electronic books.

URL: Click to View

UID:

Format: XXI, 199 S. : , Ill., graph. Darst.

ISBN: 978-331-90860-4-0 , 978-331-90860-5-7

Series Statement: Industrial relations & conflict management 1

Language: English

Keywords: Mitgliedsstaaten ; Einrichtung ; Sozialpartnerschaft ; Konfliktregelung ; Aufsatzsammlung

UID:

Format: 1 online resource (xxi, 199 pages) : , llustrations, charts

Edition: 1st ed. 2015.

ISBN: 3-319-08605-7

Series Statement: Industrial Relations & Conflict Management,

Content: This volume focuses on describing the social dialogue system in organizations from an Human Resources Management perspective. Based on the NEIRE model for industrial relations, key factors are determined contributing to creative social dialogue in European organizations. Actual data from surveys and interviews from more than 700 CEO and HR managers in eleven European countries give insights in the experiences with and expectations of employers of social dialogue. The volume offers a comprehensive introduction to the historical context and current situation in social dialogue in these countries. This context helps to understand the current major challenges in each country when it comes to a vital social dialogue. Using good practices from many organizations, this book offers an agenda for innovative and cooperative social dialogue in organizations.

Note: Chapter 1: Employee Representatives in European Organizations; Martin Euwema, Ana García, Lourdes Munduate, Patricia Elgoibar and Erica Pender -- Chapter 2: Belgium: Management Perceptions of Social Dialogue at the Company Level in Belgium; Valeria Pulignano and Nadja Doerflinger -- Chapter 3: Denmark: Employee Representatives in Denmark. How Employers See them and What they Expect; Soren Viemose and Hans Jørgen Limborg -- Chapter 4: Estonia: Employee Representatives in Estonia. How are they Perceived and What are the Expectations by Employers in Estonia? Mare Teichmann and Merle Lõhmus -- Chapter 5: France: Employee Representatives in France: Employers’ Perceptions and Expectations Towards Improved Industrial Relations; Aurélien Colson, Patricia Elgoibar and Francesco Marchi -- Chapter 6: Germany: Management’s Perceptions of Social Dialogue at the Company Level in Germany; Michael Whittall -- Chapter 7: Italy: Management’s Perceptions of Social Dialogue at the Company Level in Italy; Giovanni Passarelli -- Chapter 8: The Netherlands: Industrial Relations and Works Councils in The Netherlands. Results from Interviews and a Survey Among HR Managers; Aukje Nauta -- Chapter 9: Poland: Employee Representatives in Poland. How are they Perceived and What are the Expectations by Employers in Poland? Barbara Kożusznik and Jarosław Polak -- Chapter 10: Portugal: Employee Representatives in Portugal. How are they Perceived and What are the Expectations of Employees in Portugal? Ana Passos -- Chapter 11: Spain: Employee Representatives in Spain. Which are the Perceptions and Expectations by Employers? Lourdes Munduate, Ana García, Erica Pender, Patricia Elgoibar and Francisco Medina -- Chapter 12: United Kingdom: Employee Representatives and Participation in the United Kingdom; Miguel Martínez-Lucio and Arjan Keizer -- Chapter 13: The Tower of Power: Building Innovative Organizations through Social Dialogue; Ana García, Erica Pender, Patricia Elgoibar, Lourdes Munduate and Martin Euwema. , Also available in print form. , English

Additional Edition: Print version: ISBN 9783319086040

Language: English

DOI: 10.1007/978-3-319-08605-7

UID:

Format: 1 online resource (xxi, 199 pages) : , llustrations, charts

Edition: 1st ed. 2015.

ISBN: 3-319-08605-7

Series Statement: Industrial Relations & Conflict Management,

Content: This volume focuses on describing the social dialogue system in organizations from an Human Resources Management perspective. Based on the NEIRE model for industrial relations, key factors are determined contributing to creative social dialogue in European organizations. Actual data from surveys and interviews from more than 700 CEO and HR managers in eleven European countries give insights in the experiences with and expectations of employers of social dialogue. The volume offers a comprehensive introduction to the historical context and current situation in social dialogue in these countries. This context helps to understand the current major challenges in each country when it comes to a vital social dialogue. Using good practices from many organizations, this book offers an agenda for innovative and cooperative social dialogue in organizations.

Note: Chapter 1: Employee Representatives in European Organizations; Martin Euwema, Ana García, Lourdes Munduate, Patricia Elgoibar and Erica Pender -- Chapter 2: Belgium: Management Perceptions of Social Dialogue at the Company Level in Belgium; Valeria Pulignano and Nadja Doerflinger -- Chapter 3: Denmark: Employee Representatives in Denmark. How Employers See them and What they Expect; Soren Viemose and Hans Jørgen Limborg -- Chapter 4: Estonia: Employee Representatives in Estonia. How are they Perceived and What are the Expectations by Employers in Estonia? Mare Teichmann and Merle Lõhmus -- Chapter 5: France: Employee Representatives in France: Employers’ Perceptions and Expectations Towards Improved Industrial Relations; Aurélien Colson, Patricia Elgoibar and Francesco Marchi -- Chapter 6: Germany: Management’s Perceptions of Social Dialogue at the Company Level in Germany; Michael Whittall -- Chapter 7: Italy: Management’s Perceptions of Social Dialogue at the Company Level in Italy; Giovanni Passarelli -- Chapter 8: The Netherlands: Industrial Relations and Works Councils in The Netherlands. Results from Interviews and a Survey Among HR Managers; Aukje Nauta -- Chapter 9: Poland: Employee Representatives in Poland. How are they Perceived and What are the Expectations by Employers in Poland? Barbara Kożusznik and Jarosław Polak -- Chapter 10: Portugal: Employee Representatives in Portugal. How are they Perceived and What are the Expectations of Employees in Portugal? Ana Passos -- Chapter 11: Spain: Employee Representatives in Spain. Which are the Perceptions and Expectations by Employers? Lourdes Munduate, Ana García, Erica Pender, Patricia Elgoibar and Francisco Medina -- Chapter 12: United Kingdom: Employee Representatives and Participation in the United Kingdom; Miguel Martínez-Lucio and Arjan Keizer -- Chapter 13: The Tower of Power: Building Innovative Organizations through Social Dialogue; Ana García, Erica Pender, Patricia Elgoibar, Lourdes Munduate and Martin Euwema. , Also available in print form. , English

Additional Edition: Print version: ISBN 9783319086040

Language: English

DOI: 10.1007/978-3-319-08605-7

UID:

Format: 1 electronic resource (xxi, 199 pages) : , colour illustrations.

ISBN: 9783319086040 , 3319086049 , 9783319360409 , 331936040X , 9783319086057 , 3319086057

Series Statement: Industrial relations & conflict management ; 01

Content: MACHINE-GENERATED SUMMARY NOTE: "This book is the first volume in a new series by Springer on Industrial Relations & Conflict Management. [ ...] The aim of the series is to contribute to the development and dissemination of knowledge to promote cooperative and constructive relations in organizations at three levels: organizational level, team level and interpersonal level. This first volume illustrates the new series perfectly. The volume presents the results of an interdisciplinary study in 11 European countries on social dialogue in organizations. The study focuses on the experiences and expectations of employers towards the employee representatives in their organizations. The study highlights structural as well interpersonal and group aspects of this social dialogue. The theoretical framework is based both on structural and on behavioral theories. The core message of this first volume is three fold: 1. Social dialogue is an important instrument for innovative and healthy organizations, however needs a cooperative climate to blossom; 2. Employers in Europe want to invest in constructive and innovative social relations at the organizational level; 3. Employers have many ideas about how to promote and innovate social dialogue. This innovation of social dialogue is highly needed. Not only in Europe, where the EC promotes such a social dialogue based on the shared values of cooperation between management and employers, however also globally. The quest for sustainable forms of organizing, with a focus on people, profit and planet, requires a constructive dialogue between 'capital' and 'human capital'. "

Note: MACHINE-GENERATED CONTENTS NOTE: Preface -- List of contributors -- Employee representatives in European organizations / Martin Euwema, Ana Belén García, Lourdes Munduate, Patricia Elgoibar and Erica Pender -- Belgium : management perceptions of social dialogue at the company level in Belgium / Valeria Pulignano and Nadja Doerflinger -- Denmark : employee representatives in Denmark : how employers see them and what they expect / Søren Viemose and Hans Jørgen Limborg -- Estonia : employee representatives in Estonia : how are they perceived and what are the expectations by employers in Estonia? / Mare Teichmann and Merle Lõhmus -- France : employee representatives in France : employers' perceptions and expectations towards improved industrial relations / Aurélien Colson, Patricia Elgoibar and Francesco Marchi -- Germany : management's perceptions of social dialogue at the company level in Germany / Michael Whittall -- Italy : management's perceptions of social dialogue at the company level in Italy / Giovanni Passarelli -- The Netherlands : industrial relations and works councils in the Netherlands : results from interviews and a survey among HR managers / Aukje Nauta -- Poland : employee representatives in Poland : how are they perceived and what are the expectations by employers in Poland? / Barbara Kożusznik and Jarosław Polak -- Portugal : employee representatives in Portugal : how are they perceived and what are the expectations of employees in Portugal? / Ana M. Passos and Vanessa Russo -- Spain : employee representatives in Spain : which are the perceptions and expectations by employers? / Lourdes Munduate, Ana Belén García, Erica Pender, Patricia Elgoibar and Francisco José Medina -- United Kingdom : employee representatives and participation in the United Kingdom / Miguel Martínez-Lucio and Arjan B. Keizer -- The tower of power : building innovative organizations through social dialogue / Ana Belén García, Erica Pender, Patricia Elgoibar, Lourdes Munduate and Martin Euwema -- Abbreviation list.

Language: English

Keywords: Edited volumes ; Case studies

DOI: 10.1007/978-3-319-08605-7

URL: FULL