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Labour Relations Management and Ownership

In: The Industrial Relations Practices of Foreign-owned Firms in Britain

Author

Listed:
  • Peter J. Buckley

    (University of Bradford Management Centre)

  • Peter Enderwick

    (The Queen’s University of Belfast)

Abstract

This chapter presents a comparative analysis of industrial relations practices in selected key areas such as specialisation in industrial relations management, the development of procedures, payment techniques and disclosure policies. The importance of factors of this type lies in their influence on more quantifiable aspects of labour relations such as stoppages, labour turnover, absenteeism arid job satisfaction. While the exact channels of influence are poorly understood, industrial conflict has been positively linked with the standardisation and formalisation of labour relations practices (Turner et al., 1977), and the use of payment systems such as payment by results (PBR) (Daniel, 1976). Wage policies based on piecework have been associated with high rates of labour turnover and absenteeism (White, 1981). Factors such as expenditures on the industrial relations function and the degree of centralisation of management (Turner et al., 1977) appear non-significant in determining industrial conflict. However, inadequate delegation of management authority has been linked with above average rates of labour turnover (Poidevin, 1956).

Suggested Citation

  • Peter J. Buckley & Peter Enderwick, 1985. "Labour Relations Management and Ownership," Palgrave Macmillan Books, in: The Industrial Relations Practices of Foreign-owned Firms in Britain, chapter 5, pages 70-88, Palgrave Macmillan.
    • Handle: RePEc:pal:palchp:978-1-349-06819-7_5
    DOI: 10.1007/978-1-349-06819-7_5
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