Social dialogue

Social dialogue and HR practices in European global companies

Report
Udgivet
16 juni 2020
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Formater
Executive summary in 22 languages
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Væsentlige konklusioner

  • While company management is increasingly organised at the global level, labour relations remain dominated by the national level in terms of power, organisation and resources.
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  • While company management is increasingly organised at the global level, labour relations remain dominated by the national level in terms of power, organisation and resources.
  • Both human resource management (HRM) functions and social dialogue are under pressure from a variety of trends and dynamics. The continuing advancement of technological change, for example, will have an impact on how MNCs organise both their business and their HRM function.
  • Aside from the legal implementation of the European Works Council (EWC) Directive, sharing practices related to the involvement of EWCs in corporate decisions has proven to be valuable and has made a positive contribution to company operations and culture across the EU.
  • Transnational social dialogue in MNCs must play a constructive role in managing the transition towards a low-carbon, high-tech economy. In doing so, it will make a positive contribution to the development of EU social dialogue.
  • The positive interaction between HRM policies and worker representation structures should help companies and sectors restructure and adapt accordingly, dealing with the risk of increasing wage inequality and polarisation in working conditions.
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Resumé

This study examines the interaction between social dialogue practices and human resources management (HRM) policies in European multinational companies (MNCs). It looks at the changing role of HRM and its interaction with European Works Councils (EWCs), which can act as a link between different lRead more

This study examines the interaction between social dialogue practices and human resources management (HRM) policies in European multinational companies (MNCs). It looks at the changing role of HRM and its interaction with European Works Councils (EWCs), which can act as a link between different levels of social dialogue. Both HRM functions and social dialogue are under pressure from a variety of trends and dynamics – not least, ongoing technological change. Sharing practices related to the involvement of EWCs in corporate decisions has made a valuable contribution to company operation and culture across the EU. The positive interaction between HRM policies and worker representation structures should help companies and sectors restructure and adapt accordingly, including dealing with the risk of increasing wage inequality and polarisation in working conditions.

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Formater

  • Rapport

    Antal sider: 
    52
    Referencenr.: 
    EF19009
    ISBN: 
    978-92-897-2073-1
    Katalognr.: 
    TJ-03-20-371-EN-N
    DOI: 
    10.2806/525066
    Catalogue info

    Social dialogue and HR practices in European global companies

    Formater

    Citér denne publikation: 

    Eurofound (2020), Social dialogue and HR practices in European global companies, Publications Office of the European Union, Luxembourg.

  • Executive summary

    Referencenr.: 
    EF19009EN1
    Catalogue info

    Social dialog og HR-praksis i europæiske globale virksomheder

    Forfatter(e): 
    Eurofound

    I denne undersøgelse ses nærmere på samspillet mellem praksis for den sociale dialog og politikkerne for forvaltning af menneskelige ressourcer (HRM) i europæiske multinationale selskaber. Den ser på HRM-funktionens ændrede rolle og dens samspil med de europæiske samarbejdsudvalg, der kan fungere som bindeled mellem forskellige niveauer af den sociale dialog. Både HRM-funktionerne og den sociale dialog er under pres fra forskellige tendenser og dynamikker – ikke mindst den igangværende teknologiske udvikling. Udveksling af praksis i forbindelse med inddragelsen af de europæiske samarbejdsudvalg i virksomhedsbeslutninger har ydet et værdifuldt bidrag til virksomhedernes drift og kultur i hele EU. Det positive samspil mellem HRM-politikker og strukturer for arbejdstagerrepræsentations bør hjælpe virksomheder og sektorer med at omstrukturere og tilpasse sig i overensstemmelse hermed, herunder ved at håndtere risikoen for stigende lønforskelle og polarisering af arbejdsvilkårene.

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  • Case studies

    Related working papers

  • Tables and graphs

    Tables

    • Table 1: Overview of the MNCs selected for the case studies
    • Table 2: Employment by world region, and Europe’s share of total employment, 2008 and 2018
    • Table 3: Promotion of social dialogue in the anticipation and/or management of restructuring activities
    • Table 4: Cases of restructuring involving ABB, Danfoss, UniCredit and Unilever
    • Table 5: The influence of sectoral and company-specific factors
    • Table 6: The impact of subsidiary location on social dialogue
    • Table 7: Organisational models of MNCs
    • Table 8: HRM factors, trends and practices in MNCs and their interaction with social dialogue outcomes
    • Table 9: Impact of HRM factors, trends and practices on social dialogue
    • Table 10: Organisational models of EWCs in the multinational companies studied
    • Table 11: Number of TCAs addressing various topics
    • Table 12: Main links between TCAs and HRM

    Graph

    Figure 1: Interaction of social dialogue and HRM policies and practices

Forskning udført forud for Det Forenede Kongeriges udtræden af Den Europæiske Union den 31. januar 2020 og offentliggjort efterfølgende kan omfatte data vedrørende de 28 EU-medlemsstater. Efter denne dato tager forskningen kun højde for de 27 EU-medlemsstater (EU-28 minus Det Forenede Kongerige), medmindre andet anføres.

Denne rapport præsenterer resultaterne af forskning, der er gennemført, inden covid-19 brød ud i Europa i februar 2020. Resultaterne tager derfor ikke højde for udbruddet.

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