Social dialogue

Social dialogue and HR practices in European global companies

Report
Avaldatud
16 Juuni 2020
pdf
Vormingud
Executive summary in 22 languages
Allalaadimine

Peamised tähelepanekud

  • 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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Kokkuvõte

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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Vormingud

  • Aruanne

    Lehekülgi: 
    52
    Viitenumber: 
    EF19009
    ISBN: 
    978-92-897-2073-1
    Katalooginumber: 
    TJ-03-20-371-EN-N
    DOI: 
    10.2806/525066
    Catalogue info

    Social dialogue and HR practices in European global companies

    Vormingud

    Väljaande viide: 

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

  • Executive summary

    Viitenumber: 
    EF19009EN1
    Catalogue info

    Sotsiaaldialoog ja personalihalduse tavad Euroopa ülemaailmsetes ettevõtetes

    Autor(id): 
    Eurofound

    Uuringus vaadeldakse sotsiaaldialoogiga seotud tavade ja personalihalduse juhtimise poliitika vastastikmõju Euroopa hargmaistes ettevõtetes. Uuringus käsitletakse personalihalduse juhtimise muutuvat rolli ja vastastiktoimet Euroopa töönõukogudega, mis võivad toimida sotsiaaldialoogi eri tasandite ühenduslülidena. Personalihalduse juhtimise funktsioonidele ja sotsiaaldialoogile avaldavad survet mitmesugused suundumused ja dünaamikad, nende seas tehnika muutumine. Euroopa töönõukogude ettevõtete otsustesse kaasamise tavade jagamine on andnud väärtusliku panuse ettevõtete tegevusse ja kultuuri kogu ELis. Personalihalduse juhtimise poliitikate ja töötajate esindusstruktuuride positiivne koostoime peaks aitama ettevõtetel ja sektoritel end ümber struktureerida ja kohaneda, sealhulgas tulla toime palkade ebavõrdsuse suurenemise ja töötingimuste polariseerumise riskiga.

    Allalaaditav 22 keeles

    Allalaadimine
  • 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

Uuringud, mis tehti enne Ühendkuningriigi lahkumist Euroopa Liidust 31. jaanuaril 2020 ja avaldati hiljem, võivad sisaldada andmeid 28 ELi liikmesriigi kohta. Pärast seda kuupäeva võetakse uuringutes arvesse ainult 27 ELi liikmesriiki (EL 28 miinus Ühendkuningriik), kui ei ole märgitud teisiti.

Käesolevas aruandes esitatakse enne COVID-19-puhangut veebruaris 2020 Euroopas tehtud uuringu tulemused. Seetõttu ei arvestata puhangut tulemustes.

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