Social dialogue

Social dialogue and HR practices in European global companies

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Publicerad
16 juni 2020
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Executive summary in 22 languages

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Resultat

  • 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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Sammanfattning

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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    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

    Social dialog och personalpraxis i europeiska globala företag

    Authors: 
    Eurofound

    I denna studie undersöks samverkan mellan praxis för den sociala dialogen och strategier för personalförvaltningen i europeiska multinationella företag. Den tar upp personalförvaltningens föränderliga roll och dess samverkan med de europeiska företagsråden, som kan agera som en länk mellan olika nivåer av social dialog. Både personalförvaltningens funktioner och den sociala dialogen utsätts för tryck genom olika trender och dynamik – inte minst av den pågående tekniska förändringen. Utbyte av praxis beträffande deltagandet av europeiska företagsråd i företagsbesluten har gett värdefulla bidrag till företagens verksamhet och kultur inom hela EU. Den positiva samverkan mellan personalförvaltningens strategier och arbetstagarrepresentationens strukturer bör hjälpa företagen och sektorerna att omstrukturera och anpassa sig därefter, liksom att hantera risken för ökade löneskillnader och polariserade arbetsvillkor.

    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

Forskning som genomfördes före Förenade kungarikets utträde ur Europeiska unionen den 31 januari 2020, men som offentliggjordes efter detta datum, kan omfatta uppgifter om EU:s 28 medlemsstater. Efter detta datum tar forskningen endast hänsyn till de 27 EU-medlemsstaterna (EU-28 minus Förenade kungariket), om inget annat anges.

I denna rapport presenteras resultaten från forskning som genomförts före covid-19-utbrottet i Europa i februari 2019. Därför beaktas inte utbrottet i resultaten.

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