Peter Ackers – författare

This collection analyses, advertises and criticizes the contribution of industrial relations to social science understanding. It brings together scholars to reconsider the theoretical foundations of industrial relations and its potential contribution to the wider understanding of work and economic life, to learn what it can gain from a stronger engagement with these surrounding disciplines and national traditions.

This collection aims to analyse, advertise, and criticize the contribution of industrial relations to social science understanding. It brings together leading scholars to reconsider the theoretical foundations of industrial relations and its potential contribution to the wider understanding of work and economic life, to learn what it can gain from a stronger engagement with these surrounding disciplines and national traditions. The introduction provides a critical, though broadly sympathetic, outline of the development of the mainstream industrial relations tradition. Part One recognizes the interdisciplinary character of industrial relations by concentrating on 'border encounters' with the cognate academic disciplines of sociology, economics, management, history, psychology, law, politics, and geography. Of particular interest is how far industrial relations has contributed to social science understanding beyond its own narrow borders. Part Two combines a major critical analysis of the American school, with three shorter discussions of Australia, Europe, and Japan. Part Three looks forward to the potential contribution of industrial relations to our understanding of work, employment, and society by identifying a variety of key dilemmas and debates which call for new interdisciplinary thinking. Finally, the book ends with a critical reassessment of the industrial relations tradition.

How much 'say' should employees have in the running of business organizations, and what form should the 'voice' take? This is both the oldest and latest question in employment relations. Answers to these questions reflect our fundamental assumptions about the nature of the employment relationship, and inform our views on almost every aspect of Human Resource Management (HRM) and Employment Relations.Voice can also mean different things to different people. For some, employee voice is a synonym for trade union representation which aims to defend and promote the collective interests of workers. For others voice, is means of enhancing employee commitment and organisational performance. Others advocate workers control as an alternative to conventional capitalist organisations which are run for shareholders. There is thus both a moral and political argument for a measure of democracy at work, as well as a business case argument, which views voice as a potential link in the quest for increased organisational performance. The key debate for employment relations is which of the approaches 'works best' in delivering outcomes which balance competitiveness and productivity, on the one hand, and fair treatment of workers and social justice on the other. Policy makers need pragmatic answers to enduring questions: what works best in different contexts, what are the conditions of success, and what are the drawbacks? Some of the most significant developments in employee voice have taken place within the European Union, with various public policy and employer experiments attracting extensive academic research. The book offers a critical assessment of the main contemporary concepts and models of voice in the UK and Europe, and provides an in-depth theoretical and empirical exploration of employee voice in one accessible and cohesive collection.

How much 'say' should employees have in the running of business organizations, and what form should the 'voice' take? This is both the oldest and latest question in employment relations. Answers to these questions reflect our fundamental assumptions about the nature of the employment relationship, and inform our views on almost every aspect of Human Resource Management (HRM) and Employment Relations.Voice can also mean different things to different people. For some, employee voice is a synonym for trade union representation which aims to defend and promote the collective interests of workers. For others voice, is means of enhancing employee commitment and organisational performance. Others advocate workers control as an alternative to conventional capitalist organisations which are run for shareholders. There is thus both a moral and political argument for a measure of democracy at work, as well as a business case argument, which views voice as a potential link in the quest for increased organisational performance. The key debate for employment relations is which of the approaches 'works best' in delivering outcomes which balance competitiveness and productivity, on the one hand, and fair treatment of workers and social justice on the other. Policy makers need pragmatic answers to enduring questions: what works best in different contexts, what are the conditions of success, and what are the drawbacks? Some of the most significant developments in employee voice have taken place within the European Union, with various public policy and employer experiments attracting extensive academic research. The book offers a critical assessment of the main contemporary concepts and models of voice in the UK and Europe, and provides an in-depth theoretical and empirical exploration of employee voice in one accessible and cohesive collection.

Hugh Clegg was a founding figure of post-war British Industrial Relations, the forerunner of Employment Relations and Human Resource Management, as taught in most Business Schools today. He defined ‘industrial democracy’ as collective bargaining with trade unions, laid the foundations for the pluralist approach to Industrial Relations, was a key figure in the post-war social sciences and a major public policy player. More widely, he was an important figure in the Cold War social democratic academic left, who broke with his earlier Communism to champion free trade unions in a liberal democratic society. He also produced the major Oxford University Press trade union history. This book aims to understand the politics and industrial relations of the post-war period in Britain (in which trade unions were central) through the life of a key public intellectual. It will help readers understand the political and social science roots of contemporary Employment Relations and Human Resource Management through a deep historical study of Clegg’s life and times, in the context of his post-war social democratic generation. It illustrates how the failures of post-war industrial relations led to Thatcherism. Current Employment Relations academics and public policy can learn much from this history, making it of value to researchers, students, and academics in the fields of Human Resource Management and business and management history.

Hugh Clegg was a founding figure of post-war British Industrial Relations, the forerunner of Employment Relations and Human Resource Management, as taught in most Business Schools today. He defined ‘industrial democracy’ as collective bargaining with trade unions, laid the foundations for the pluralist approach to Industrial Relations, was a key figure in the post-war social sciences and a major public policy player. More widely, he was an important figure in the Cold War social democratic academic left, who broke with his earlier Communism to champion free trade unions in a liberal democratic society. He also produced the major Oxford University Press trade union history. This book aims to understand the politics and industrial relations of the post-war period in Britain (in which trade unions were central) through the life of a key public intellectual. It will help readers understand the political and social science roots of contemporary Employment Relations and Human Resource Management through a deep historical study of Clegg’s life and times, in the context of his post-war social democratic generation. It illustrates how the failures of post-war industrial relations led to Thatcherism. Current Employment Relations academics and public policy can learn much from this history, making it of value to researchers, students, and academics in the fields of Human Resource Management and business and management history.

This book poses a major revisionist challenge to 20th century British labour history, aiming to look beyond the Marxist and Fabian exclusion of working class experience, notably religion and self-help, in order to exaggerate ‘labour movement’ class cohesion.