Case studies on social dialogue and HR practices in four European global companies

Broughton, Andrea; Voss, Eckhard

Din il-paġna bħalissa mhix kompletament disponibbli fil-lingwa magħżula. Jekk jogħġbok aqleb għall- verżjoni bl-Ingliż jew ikkonsulta il-politika lingwistika tal-Eurofound.

Ħarsa ġenerali

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Ippubblikat: 16 June 2020

Case studies on social dialogue and HR practices in four European global companies

Andrea Broughton,

Eckhard Voss

Suġġetti

Small and medium-sized enterprises Id-djalogu soċjali Parteċipazzjoni fuq il-post tax-xogħol

Jekk jogħġbok innota li l-biċċa l-kbira tal-pubblikazzjonijiet tal-Eurofound huma disponibbli esklussivament bl-Ingliż u bħalissa mhumiex qed jiġu tradotti awtomatikament.

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WPEF20016

15 June 2020

Social dialogue and HR practices in European global companies

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.

Andrea Broughton+2

Case studies on social dialogue and HR practices in four European global companies

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Social dialogue and HR practices in European global companies

Social dialogue and HR practices in European global companies