Social dialogue

Social dialogue and HR practices in European global companies

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Zverejnené
16 jún 2020
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Executive summary in 22 languages

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Hlavné zistenia

  • 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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Zhrnutie

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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Formáty

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  • Full report

    Number of Pages: 
    52
    Reference No: 
    EF19009
    ISBN: 
    978-92-897-2073-1
    Catalogue: 
    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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    Cite this publication as: 

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

  • Executive summary

    Reference No: 
    EF19009EN1
    Catalogue info

    Sociálny dialóg a postupy v oblasti ľudských zdrojov v globálnych spoločnostiach v Európe

    Authors: 
    Eurofound

    Táto štúdia skúma interakciu medzi postupmi sociálneho dialógu a politikami v oblasti riadenia ľudských zdrojov v európskych nadnárodných spoločnostiach. Zaoberá sa meniacou sa úlohou riadenia ľudských zdrojov a interakciou s európskymi zamestnaneckými radami, ktoré môžu pôsobiť ako spojovací článok medzi rôznymi úrovňami sociálneho dialógu. Na funkcie riadenia ľudských zdrojov, ako aj na sociálny dialóg je vyvíjaný tlak zo strany rozličných trendov a dynamík, pričom v neposlednom rade ide o prebiehajúce technologické zmeny. Vzájomná výmena postupov týkajúcich sa účasti európskych zamestnaneckých rád na rozhodovaní v rámci spoločnosti významne prispela k podnikovej činnosti a kultúre v celej EÚ. Pozitívna interakcia medzi politikami riadenia ľudských zdrojov a štruktúrami zastúpenia zamestnancov by mala spoločnostiam aj sektorom pomôcť pri potrebnej reštrukturalizácií a prispôsobení vrátane riešenia rizika mzdovej nerovnosti a polarizácie pracovných podmienok.

    Available in 22 languages for download

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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

Výskum, ktorý bol vykonaný pred vystúpením Spojeného kráľovstva z Európskej únie dňa 31. januára 2020, a následne uverejnený, môže obsahovať údaje týkajúce sa 28 členských štátov EÚ. Po tomto dátume sa vo výskume bude zohľadňovať len 27 členských štátov EÚ (EÚ 28 mínus Spojené kráľovstvo), ak sa neuvádza inak.

V tejto správe sa predstavujú výsledky výskumu realizovaného pred vypuknutím ochorenia COVID-19 v Európe vo februári 2020. Vo výsledkom preto nie je vypuknutie epidémie zohľadnené.

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