Social dialogue

Social dialogue and HR practices in European global companies

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Publicēts
16 Jūnijs 2020
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Executive summary in 22 languages
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Būtiskākie secinājumi

  • 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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Kopsavilkums

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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Formāti

  • Ziņojums

    Lappušu skaits: 
    52
    Atsauces Nr.: 
    EF19009
    ISBN: 
    978-92-897-2073-1
    Kataloga Nr.: 
    TJ-03-20-371-EN-N
    DOI: 
    10.2806/525066
    Catalogue info

    Social dialogue and HR practices in European global companies

    Formāti

    Citēt šo publikāciju: 

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

  • Executive summary

    Atsauces Nr.: 
    EF19009EN1
    Catalogue info

    Sociālais dialogs un cilvēkresursu pārvaldības prakse Eiropas uzņēmumos, kas darbojas starptautiskā līmenī

    Autors(-i): 
    Eurofound

    Šajā pētījumā ir aplūkota mijiedarbība starp sociālā dialoga praksi un cilvēkresursu pārvaldības politiku Eiropas starptautiskajos uzņēmumos. Tajā ir aplūkota cilvēkresursu pārvaldības mainīgā nozīme un tās mijiedarbība ar Eiropas Uzņēmumu padomēm, kuras var kalpot kā saikne starp dažādiem sociālā dialoga līmeņiem. Gan cilvēkresursu pārvaldības funkcijas, gan sociālo dialogu būtiski ietekmē daudzas un dažādas tendences un dinamika, nemaz nerunājot par pašreizējām tehnoloģiskajām pārmaiņām. Kopīgojot praksi, kas saistīta ar Eiropas Uzņēmumu padomju iesaistīšanu uzņēmumu lēmumu pieņemšanas procesā, ir sniegts būtisks ieguldījums uzņēmumu darbībā un kultūrā visā ES. Pozitīvajai mijiedarbībai starp cilvēkresursu pārvaldības politiku un darbinieku pārstāvības struktūrām vajadzētu palīdzēt uzņēmumiem un nozarēm attiecīgi pārstrukturēties un pielāgoties, cita starpā novēršot risku, ka varētu palielināties darba samaksas nevienlīdzība un darba apstākļu atšķirības.

    Pieejams lejupielādei 22 valodās

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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

Pētījumi, kas veikti pirms Apvienotās Karalistes izstāšanās no Eiropas Savienības 2020. gada 31. janvārī un pēc tam publicēti, var ietvert datus par 28 ES dalībvalstīm. Pēc šā datuma pētījumos ņem vērā tikai 27 ES dalībvalstis (ES 28 bez Apvienotās Karalistes), ja vien nav norādīts citādi.

Šajā ziņojumā ir sniegti rezultāti no pētījuma, kas veikts pirms Covid-19 uzliesmojuma Eiropā 2020. gada februārī. Tādēļ uzliesmojums rezultātos nav ņemts vērā.

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