Social dialogue

Social dialogue and HR practices in European global companies

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Publicado
16 Junio 2020
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Executive summary in 22 languages
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Conclusiones principales

  • 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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Resumen

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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Formatos

  • Informe

    Número de páginas: 
    52
    Número de referencia: 
    EF19009
    ISBN: 
    978-92-897-2073-1
    Catálogo nº.: 
    TJ-03-20-371-EN-N
    DOI: 
    10.2806/525066
    Catalogue info

    Social dialogue and HR practices in European global companies

    Formatos

    Citar esta publicación: 

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

  • Executive summary

    Número de referencia: 
    EF19009EN1
    Catalogue info

    Diálogo social y prácticas en materia de recursos humanos en las empresas europeas globales

    Autor o autores: 
    Eurofound

    El estudio examina la interacción entre las prácticas de diálogo social y las políticas de gestión de recursos humanos en las empresas multinacionales europeas. Analiza el papel cambiante de la gestión de recursos humanos y su interacción con los comités de empresa europeos (CEE), que pueden actuar a modo de enlace entre los distintos niveles de diálogo social. Tanto las funciones de gestión de recursos humanos como el diálogo social están sometidos a la presión de diversas tendencias y dinámicas, siendo una de las más importantes el cambio tecnológico. La puesta en común de prácticas relativas a la participación de los CEE en la toma de decisiones corporativas ha supuesto una valiosa contribución al funcionamiento y la cultura empresarial en toda la UE. La interacción positiva entre las políticas de gestión de recursos humanos y estructuras de representación de trabajadores debería ayudar a las empresas y a los sectores a reestructurarse y adaptarse de la manera pertinente, incluida la gestión del riesgo de un aumento de la desigualdad salarial y la polarización de las condiciones laborales.

    Disponible para su descarga en 22 idiomas

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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

Las investigaciones realizadas antes de que el Reino Unido abandone la Unión Europea el 31 de enero de 2020 y publicadas posteriormente pueden incluir datos sobre los 28 Estados miembros de la UE. Después de esta fecha, las investigaciones solo tienen en cuenta a los 27 Estados miembros de la UE (EU-28 menos el Reino Unido), a menos que se especifique lo contrario.

El presente informe presenta los resultados de las investigaciones realizadas antes de que se manifestase el brote de COVID-19 en Europa, en febrero de 2020. Por esta razón, los resultados no tienen en cuenta la epidemia.

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