000			03555nam a2200217 a 4500
999			_c29246 _d29246
020			_a9781137427700
082			_a331 DE VE
245	1	0	_aDeveloping positive employment relations : _binternational experiences of labour-management partnership _cedited by Stewart Johnstone, Adrian Wilkinson
260			_aLondon : _bPalgrave Macmillan, _cc2016.
300			_axvii, 334 p. : _bill. ; _c22 cm.
520			_aIdeas of employee participation and voice have a long history as part of the search for good employment relations and have also attracted extensive interest among human resource management (HRM) and industrial relations researchers. In practice, participation can refer to a wide range of approaches and techniques, ranging from, on the one end, direct employee involvement initiatives such as profit-sharing, quality circles and communication techniques to giving workers ownership and control of organisations on the other (Wilkinson et al. 2010, 2014a). In between these two extremes is the pluralist idea of representative participation, where the central assumption is that differences of interest will inevitably arise in organisations and that effective employee representation is important in attempting to reconcile different interests (Johnstone and Ackers 2015). Historically, collective employee representation would normally be provided by independent trade unions through collective bargaining and joint regulation of the employment relationship.
650		7	_aEmployment _xpositivity _947257
650		7	_aEmployment relations _947258
650		7	_aHuman resource management (HRM) _xindustrial relations _947259
700			_aJohnstone, Stewart, _eEdited by _947260
700			_aWilkinson, Adrian, _eEdited by _92315
856			_uhttps://uowd.box.com/s/mluwnb5nlcctmtq98ilqje8t11ii3py9 _zLocation Map