1. |
Still balancing the books: the NUM and the 1984–85 strike |
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Industrial Relations Journal,
Volume 21,
Issue 3,
1990,
Page 173-184
Beverly Aston,
Tim Morris,
Paul Willman,
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摘要:
In the context of the NUM's decision to seek a merger, this article examines the financial impact of the 1984–85 strike. In conducting the strike, its federal structure is shown to have provided the union leadership with flexibility. But it has limited the capacity to recover afterwards and has consequences for merger prospects with other union
ISSN:0019-8692
DOI:10.1111/j.1468-2338.1990.tb00090.x
出版商:Blackwell Publishing Ltd
年代:1990
数据来源: WILEY
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2. |
Decentralisation of collective bargaining: a case study |
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Industrial Relations Journal,
Volume 21,
Issue 3,
1990,
Page 185-193
John Leopold,
Michael Jackson,
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摘要:
While a number of surveys have identified a trend towards decentralised bargaining, this article is one of the first to examine the process of decentralisation. The decision of Coats Viyella PLC to decentralise bargaining in its apparel division is examined in detail and the outcomes of the first round of decentralised negotiations are analysed.
ISSN:0019-8692
DOI:10.1111/j.1468-2338.1990.tb00091.x
出版商:Blackwell Publishing Ltd
年代:1990
数据来源: WILEY
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3. |
Flexibility and comparability in pay determination for professional civil servants |
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Industrial Relations Journal,
Volume 21,
Issue 3,
1990,
Page 194-208
Ian Kessler,
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摘要:
This article traces the pursuit of competing union and central Government objectives to produce a new system of pay determination for professional civil servants. It suggests that the incorporation of these objectives into this new system had a profound effect on its structure and on the way in which it has operated.
ISSN:0019-8692
DOI:10.1111/j.1468-2338.1990.tb00092.x
出版商:Blackwell Publishing Ltd
年代:1990
数据来源: WILEY
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4. |
Yugoslav ‘self‐management’ and industrial relations in transition |
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Industrial Relations Journal,
Volume 21,
Issue 3,
1990,
Page 209-220
Malcolm Warner,
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摘要:
This article attempts to examine the changes taking place in the Yugoslav ‘self‐management’ and industrial relations system. It looks at the emerging roles of both management and labour in the context of moves to give market factors greater prominence in the ec
ISSN:0019-8692
DOI:10.1111/j.1468-2338.1990.tb00093.x
出版商:Blackwell Publishing Ltd
年代:1990
数据来源: WILEY
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5. |
Use of equal opportunities legislation and earnings differentials: a comparative study |
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Industrial Relations Journal,
Volume 21,
Issue 3,
1990,
Page 221-229
Peter J. Sloane,
Harish C. Jain,
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摘要:
This article traces the number of legal cases concerning gender, race and other forms of discrimination in the US, Canada and Britain where there is now up to a quarter of a century's experience. Substantial differences in the extent to which the legislation is used across countries and by different groups within each country are revealed.
ISSN:0019-8692
DOI:10.1111/j.1468-2338.1990.tb00094.x
出版商:Blackwell Publishing Ltd
年代:1990
数据来源: WILEY
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6. |
Book Reviews |
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Industrial Relations Journal,
Volume 21,
Issue 3,
1990,
Page 230-242
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摘要:
Inside Japan–Wealth Work and Power in the New Japanese EmpirePeter TaskerManaging Owners: The National Freight Consortium in PerspectiveK. Bradley and A. NejadSharing the Success: the Story of NFCSir Peter ThompsonThe Political Economy of Industrial Relations: Theory and Practice in a Cold ClimateRichard HymanBeyond the Workplace: Managing Industrial Relations in the Multi‐Establishment Enterprise. Paul Marginson, P. K. Edwards, Roderick Martin, John Purcell and Keith SissonNew Perspectives on Human Resource ManagementJohn Storey (ed.)Precarious Jobs in Labour Market RegulationG. and J. Rodgers (Eds.)A Secretary and a Cook, Challenging Women's Wages in the Courts of the United States and Great BritainSteven I. WillbornChange in Industrial RelationsP. B. BeaumontChanging Patterns of Employee RelationsMick Marchington and Philip ParkerIndustrial Relations StrategiesM. W. Nut
ISSN:0019-8692
DOI:10.1111/j.1468-2338.1990.tb00095.x
出版商:Blackwell Publishing Ltd
年代:1990
数据来源: WILEY
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