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Labour Management

  • Gordon Boyce
  • Simon Ville
Chapter

Abstract

Working conditions and the relationship between employee and employer are in a state of flux. Decentralising technologies, such as the computer, support for outsourcing, the growth of service industries, and sustained higher levels of unemployment are changing the employment relationship that was part of industrial society. Each of these factors has increased the incidence of external labour markets after several centuries when internalisation had become increasingly popular. In addition, flexibility of skills and individualised work contracts are increasingly seen as the most effective means of harnessing new knowledge and extending economic growth. Again, this reverses the popularity of deskilling and collective bargaining. This process of change is vividly demonstrated in Japan where the broad employment contract, common among large-scale firms since the Second World War, is being replaced by narrower terms in firms such as Nissan and Matsushita. British employment conditions were radically altered in the 1980s and, more recently, in Australia centralised wage determination is in retreat. Firms have mostly recognised the importance of fostering good human resources as a valuable corporate capability and in this chapter we will examine the manner in which they have developed labour-management policies in response to environmental conditions and used them as a source of competitive advantage.

Keywords

Labour Market Labour Management Human Resource Management Collective Bargaining Industrial Relation 
These keywords were added by machine and not by the authors. This process is experimental and the keywords may be updated as the learning algorithm improves.

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Further Reading

  1. Doeringer, P.B. and Piore, M.J. (1971) Internal Labor Markets and Manpower Analysis (Lexington, Mass.: D.C. Heath).Google Scholar
  2. Gordon, A. (1985) The Evolution of Labour Relations in Japan: Heavy Industry, 1853–1955 (Cambridge, Mass.: Harvard University Press).Google Scholar
  3. Gospel, H.F. (1992) Markets, Firms, and the Management of Labour in Modern Britain (Cambridge: Cambridge University Press).CrossRefGoogle Scholar
  4. Gospel, H. F. and Littler, C. R. (eds) (1983) Managerial Strategies and Industrial Relations: An Historical and Comparative Study (London: Heinemann Educational).Google Scholar
  5. Harvey, C. and Turner, J. (eds) (1989) Labour and Business in Modern Britain (London: Cass).Google Scholar
  6. Howell, J. (1982) The Right to Manage: Industrial Relations Policies of American Business in the 1940s (Madison: University of Wiscons in Press).Google Scholar
  7. Sugayama, S. (1995) ‘Work Rules, Wages and Single Status: The Shaping of the Japanese Employment System’, in E. Abe and R. Fitzgerald (eds), The Origins of Japanese Industrial Power: Strategy, Institutions and the Development of Organisational Capability (London: Cass).Google Scholar
  8. Wright, C. (1996) The Management of Labour: A History of Australian Employers (Oxford: Oxford University Press).Google Scholar

Copyright information

© Gordon Boyce and Simon Ville 2002

Authors and Affiliations

  • Gordon Boyce
  • Simon Ville

There are no affiliations available

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