《劳资关系》PPT课件

L4要点总结Theory理论研究方法D oulop’s Model of Industrial Relationship正面：Dunlop’s model promotes contextual factors as key explanations for employment r elations: it places employment relations in the broader societal environment负面：1)Dunlop’s model is structuralist2)Over-reliance on explanatory power of external context3)Limited acknowledgement of the agency of partiesHistory of Industrial Relations in AustraliaThe Role of the State政府在调节劳资关系时所扮演的角色政府调节劳资关系的3种方式1)Legislature–creates and establishes laws2)Executive–elected government and public bureaucracy that administers and implementspolicy3)Judiciary–interprets the law and enforces judgementsMANAGERIALISM IN PUBLIC SECTOR1)emphasis of results over conformity to rules;2)management over administration/bureaucracy;3)flexibility over tenure;4)performance measures over traditional command and control mechanismsMarketisation in public sector1)Maximising exposure to market competition2)Minimising political direction and interventionL6要点总结Trade Union: Definition“A Trade Union.....is a continuous association of wage-earnersfor the purpose of maintaining or improving the conditionsof their working lives”Trade Union:评价Critics: unionism creates unfair monopolies, prevent the operation of the labour marketSupporters: unions can correct the power relationship between employers & employeesWhat do unions do?1)contribute to the authorship and enforcement of rules.2)influence terms and conditions of work3)influence processes and practices employed in their workplace.Two Faces of Unions1)The Monopoly Face of Unions: uniting individuals to improve conditions and wagesbeyond decisions by management and the market.2)The Collective Face: ‘Employee Voice’ provides an alternative to exiting theemployment relationship.在劳资关系中扮演的角色：A Third Role1)Activism to advance the interestsof union members, unions as organisations and theworking class.2)Can cause considerable disagreement within unions because it goes to the heart ofpolitical ideology.3)In order for unions to effectively pursue their objectives they must have (minimal)support from the state.UNION STRUCTURESWHY IS UNION DENSITY DECLINING?1)Changing Public Perceptions of unions: Less popular and less relevant to employees2)Changes in Structure of Employment: Less jobs in union heartland; frommanufacturing to service-based, increased jobs in non-unionised areas3)Management Practices: Anti-union attitudes and activities4)Government Policies:Unions “dozed off” during the period of the Accord; dismantlingof arbitration system; current anti-union rhetoric and law are making organising hard5)Actions of Unions: Failure to maintain effective workplace networks INCREASING FEMALE PARTICIPATION如何提升女性工会参与度？1)Relax criteria for recruitment of full-time staff.2)Flexibility: Union meetings timed and located to maximise female participation.3)Structural changes needed to encourage female participation, e.g. seats reserved forwomen on unions’executive and legislative bodies.4)Unions need to recognise women often approach industrial issues differently from men.The Future of Unionism1)Union renewal strategies;2)Responses to the changing nature of work;3)Break-down of traditional political alliances;4)Emergence of new forms of collaborationSTRATEGIES FOR UNION RENEWAL1)Amalgamation: unions merged into broader groups2)Organising, Collaborating & CampaigningFORMS OF NON-UNION REPRESENTATIONEmployee voice：“…the processes by which employees are able to contribute to or influence managerial decisions, eit her directly or indirectly through their representatives.”具体分类：Three types of non-union representation1)Occupational Health and Safety Committees2)Non-union collective agreement making3)Individual agreements。

L5要点总结1课前需熟知的基本概念：2劳动力管理过程1)Converting labour power into productive labour2)Different structures of control/methods of consent3)Dealing with underlying conflict of interests3劳动力管理控制策略Management Control Strategies4影响Management Control Strategies的要素：1)Values of management;2)The interests that management acts for;3)Type(s) of business strategies5选择Management Control Strategies时需考虑的要素：1)employee acceptance or resistance (agency)2)state regulation (structure/context)3)state interference (agency)4)market forces (structure/context)5)globalisation (structure/context)6雇佣关系管理结构Structure of management of employment relations特点1)ownership separated from management2)increasing numbers of specialised (HR) managers,more assertive role in shapingemployment relations3)results in a great diversity in the way that enterprises manage employment relationships4)Companies owned by concentration of large financial institutions: corporate boardsare heavily influenced7公司战略Business strategies对雇佣关系employment relations 的影响1)Management of labour2)Relations between employers, employees and their representatives.8三种公司战略Business strategies（提出者Michael Porter）9High-performance work systems（HPWS）定义：management practices designed to engage employees in achieving organisational goals作用：1)improve productivity and performance2)engaging workforce to broaden skills3)increase decision-making4)reward improved performance10管理价值观及对应的管理风格Managerial values and styles11资方与劳方及政府产生冲突原因conflict Between management, workers and the stateMicro-level（微观）1)How work is organised;2)What the output should be;3)Under what conditions workers shall labour;4)What the rights of the employers are.Macro-level:（宏观）What industrial reform and regulation looks like。