Seeks to contribute to the flexibility debate by addressing the following research questions: What are the European trends pertaining to the use of part‐time workers? How has the situation changed over the past three years? To what extent do organizational characteristics, such as size,...

This paper considers the impact of collectivist and individualist management styles in employee relations on levels of strategic integration in employee relations. The findings indicate a positive relationship between individualism and strategic integration. The findings further indicate that...

This paper addresses the impact of institutional industrial relations arrangements at organisation level on the extent and pattern of utilisation of different forms of employment flexibility. In particular, it evaluates the extent to which factors such as union recognition, union density and...

Focuses on recent empirical evidence on management approaches to industrial relations in greenfield companies in Ireland. Places particular emphasis on the impact of industrial relations on the location of greenfield site facilities, patterns of trade union recognition and avoidance, pay...

Purpose – The purpose of this paper is to introduce the special issue, which brings together five papers exploring the changing anatomy of HRM at organisational level. Design/methodology/approach – This overarching paper briefly contextualises the theme and introduces the five selected...

Using data from the Price Waterhouse Cranfield Project, investigates a umber of key aspects of industrial relations at organization level as a means of evaluating the nature of change in industrial relations. Examines levels of trade union membership in organizations across Europe; the extent and...

Numerous management commentators have suggested that the 1980s have witnessed considerable change in employee relations at establishment level in Irish organizations. However, much of this analysis has been quite vague on the precise nature of such change. Employee relations management in...

Considers the nature of Human Resource Management (HRM) in the Republic of Ireland. Identifies four variants of HRM in Ireland: “soft” HRM; neo‐pluralism; “hard” HRM; and traditional industrial relations. Then considers key areas of HRM policy choice and reviews alternative approaches...

The common belief is that institutionalised industrial relations has little relevance for the smaller organisation. This belief is consequent on the ideas that problems in industrial relations occur where communications are poor and that “good communications” are an integral feature of the...