Social dialogue

Social dialogue and HR practices in European global companies

Report
Publié
16 Juin 2020
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Executive summary in 22 languages
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Principales conclusions

  • 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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Résumé

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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Formats

  • Rapport

    Nombre de pages: 
    52
    Nº de référence: 
    EF19009
    ISBN: 
    978-92-897-2073-1
    Nº de catalogue: 
    TJ-03-20-371-EN-N
    DOI: 
    10.2806/525066
    Catalogue info

    Social dialogue and HR practices in European global companies

    Formats

    Citer cette publication: 

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

  • Executive summary

    Nº de référence: 
    EF19009EN1
    Catalogue info

    Dialogue social et pratiques en matière de ressources humaines dans les entreprises multinationales européennes

    Auteur(s): 
    Eurofound

    Cette étude porte sur l’interaction entre les pratiques de dialogue social et les politiques de gestion des ressources humaines (GRH) au sein des entreprises multinationales européennes. Elle s’intéresse à l’évolution du rôle de la GRH et à son interaction avec les comités d’entreprise européens (CEE), qui peuvent servir de lien entre les différents niveaux de dialogue social. Les fonctions GRH et le dialogue social sont soumis à de multiples pressions liées à des tendances et à des dynamiques diverses, au premier rang desquelles figurent les changements technologiques en cours. Le partage des pratiques liées à la participation des CEE aux décisions sociales a apporté une contribution précieuse au fonctionnement et à la culture des entreprises dans l’ensemble de l’UE. L’interaction positive entre les politiques de GRH et les structures de représentation des salariés devrait aider les entreprises et les secteurs d’activité à se restructurer et à s’adapter en conséquence, notamment pour lutter contre le risque d’augmentation des inégalités salariales et de polarisation des conditions de travail.

    Disponible au téléchargement en 22 langues

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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

Il est possible que des recherches effectuées avant le retrait du Royaume-Uni de l’Union européenne le 31 janvier 2020 et publiées après cette date incluent des données relatives aux 28 États membres de l’UE. À compter de cette date, les recherches ne porteront, sauf indication contraire, que sur les 27 États membres de l’UE (UE-28 moins le Royaume-Uni)

Ce rapport présente les résultats des recherches menées avant l’apparition de la COVID-19 en Europe en février 2020. C’est pourquoi les résultats ne tiennent pas compte de l’épidémie.

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