Social dialogue

Social dialogue and HR practices in European global companies

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Gepubliceerd
16 juni 2020
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Executive summary in 22 languages
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Hoofdconclusies

  • 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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Samenvatting

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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  • Verslag

    Aantal bladzijden: 
    52
    Nummer: 
    EF19009
    ISBN: 
    978-92-897-2073-1
    Catalogusnummer: 
    TJ-03-20-371-EN-N
    DOI: 
    10.2806/525066
    Catalogue info

    Social dialogue and HR practices in European global companies

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    Deze publicatie citeren: 

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

  • Executive summary

    Nummer: 
    EF19009EN1
    Catalogue info

    Sociale dialoog en HR-praktijken binnen Europese mondiale bedrijven

    Auteur(s): 
    Eurofound

    In dit onderzoek wordt de interactie bestudeerd tussen praktijken op het gebied van de sociale dialoog en beleid op het gebied van personeelszaken (HRM) binnen Europese multinationale bedrijven (MB’s). Er wordt gekeken naar de veranderende rol van HRM en de interactie tussen HRM en Europese ondernemingsraden (EOR’s), die als link tussen verschillende niveaus van de sociale dialoog kunnen fungeren. De beide HRM-functies en de sociale dialoog staan onder druk door een verscheidenheid aan trends en dynamieken – niet in de laatste plaats de voortdurende technologische verandering. De uitwisseling van praktijken in verband met de betrokkenheid van EOR’s bij bedrijfsbeslissingen heeft een waardevolle bijdrage geleverd aan de werkzaamheden en de cultuur van bedrijven in de hele EU. De positieve wisselwerking tussen HRM-beleid en structuren voor werknemersvertegenwoordiging moet bedrijven en sectoren helpen te herstructureren en zich aan te passen, onder meer aan het risico van toenemende loonongelijkheid en polarisatie op het gebied van arbeidsomstandigheden.

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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

Onderzoek dat is uitgevoerd vóór de terugtrekking van het VK uit de Europese Unie op 31 januari 2020 en dat vervolgens is gepubliceerd, kan gegevens over de 28 EU-lidstaten bevatten. Na deze datum wordt bij onderzoek alleen rekening gehouden met de 27 EU-lidstaten (EU28 minus het VK), tenzij anders vermeld.

In dit verslag worden de resultaten gepresenteerd van onderzoek dat vóór de uitbraak van COVID-19 in Europa in februari 2020 is uitgevoerd. Daarom wordt bij de resultaten geen rekening gehouden met de uitbraak.

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