TY - CHAP T1 - Employee Representatives in European Organizations T2 - Promoting Social Dialogue in European Organizations Y1 - 2015 A1 - Martin Euwema A1 - Ana Belén García A1 - Lourdes Munduate A1 - Patricia Elgoibar A1 - Erica Pender ED - Martin Euwema ED - Lourdes Munduate ED - Patricia Elgoibar ED - Erica Pender ED - Ana Belén García KW - conflict management KW - dialogue in organizations KW - employee representatives KW - industrial relations KW - mediation KW - problem-solving KW - social dialogue KW - workplace innovation AB -

Worldwide, and also within the European Union, there is a strong debate on the conditions for a creative social dialogue in organizations. The problem-solving potential of this formal dialogue between employer and employee representatives is crucial and has already been shown in different organizations, however, is not always easy to achieve. In this chapter, we first discuss the role of social dialogue in Europe and the changes that currently take place. Then we present the framework of the studies forming the base of this book: the New European Industrial Relations (NEIRE) model. This model focuses on outcomes and key factors contributing to creative social dialogue in European organizations. At the end of the chapter we briefly describe the results of surveys and interviews gathered from more than 700 human resources managers in eleven European countries, participating in this project.

JA - Promoting Social Dialogue in European Organizations PB - Springer International Publishing CY - New York L2 - eng UR - http://link.springer.com/chapter/10.1007/978-3-319-08605-7_1 ER - TY - CHAP T1 - Employee Representatives in France: Employers’ Perceptions and Expectations Towards Improved Industrial Relations T2 - Promoting Social Dialogue in European Organizations Y1 - 2015 A1 - Colson, Aurélien A1 - Patricia Elgoibar A1 - Francesco Marchi ED - Martin Euwema ED - Lourdes Munduate ED - Patricia Elgoibar ED - Erica Pender ED - Ana Belén García KW - conflict KW - dialogue KW - France KW - industrial relations KW - negotiation KW - trade unions KW - trust AB -

The first part of the chapter provides an overview of historical, legal, political, and cultural factors which have shaped the system of industrial relations in France to this day. Drawing on the quantitative results of an on-line survey and on the qualitative analysis of a series of interviews with a sample of HR managers in France, part 2 and 3 analyze how employers perceive employee representatives when it comes to social dialogue: eight factors impacting the quality of industrial relations are summarized. Building on this, part 4 introduces eight suggestions to improve the quality of social dialogue in France.

JA - Promoting Social Dialogue in European Organizations PB - Springer International Publishing CY - New York L2 - eng UR - http://link.springer.com/chapter/10.1007/978-3-319-08605-7_5 ER - TY - CHAP T1 - Employee Representatives in Poland. How are They Perceived and What are the Expectations by Employers? T2 - Promoting Social Dialogue in European Organizations Y1 - 2015 A1 - Kożusznik, Barbara A1 - Jarosław Polak ED - Martin Euwema ED - Lourdes Munduate ED - Patricia Elgoibar ED - Erica Pender ED - Ana Belén García KW - conflict KW - dialogue KW - industrial relations KW - negotiation KW - Poland KW - trade unions KW - trust AB -

In this chapter, the social and historical context of the labor movement in Poland as well as the current situation of Polish trade unions including NSZZ “Solidarity” are discussed. Results of employer’s perceptions on ERs are presented based on the survey among 58 Polish HR managers of different sectors. Suggestions are given by employers on how to improve social dialogue in Poland. The results are not very optimistic since social dialogue is not naturally present in Polish companies. Therefore it’s of key importance to provide workers and employers in Poland with the empirical evidence and good practices in Europe showing the benefits of an innovative social dialogue.

JA - Promoting Social Dialogue in European Organizations PB - Springer International Publishing CY - New York L2 - eng UR - http://link.springer.com/chapter/10.1007/978-3-319-08605-7_9 ER - TY - CHAP T1 - Employee Representatives in Portugal. How are They Perceived and What are the Expectations by Employers? T2 - Promoting Social Dialogue in European Organizations Y1 - 2015 A1 - Passos, Ana M. A1 - Vanessa Russo ED - Martin Euwema ED - Lourdes Munduate ED - Patricia Elgoibar ED - Erica Pender ED - Ana Belén García KW - conflict KW - dialogue KW - industrial relations KW - negotiation KW - Portugal KW - trade unions KW - trust AB - In recent years, economic austerity policies in Portugal have had significant implications for the labor market and industrial relations in general. This new reality questions the traditional role of trade unions and poses important challenges not only to Unions and Employee Representatives but also to HR managers. Results from interviews and surveys among Portuguese HR managers suggest that there is still a long way to go towards a constructive social dialogue. Employee representatives and employers are still opponents at the negotiation table and the impact of employee representatives in decision-making processes—both for traditional and for innovative issues—is still very low. According to HR managers, this situation can only be improved with a significant change of ERs’ attitudes and competencies. They need to accept change, be willing to innovate, improve their knowledge and competencies, and adopt proactive behaviors that promote organizational sustainability. This is a time to strengthen relations between employee representatives and employers to find innovative and flexible solutions that meet the needs of employees and employers. JA - Promoting Social Dialogue in European Organizations PB - Springer International Publishing CY - New York L2 - eng UR - http://link.springer.com/chapter/10.1007/978-3-319-08605-7_10 ER - TY - CHAP T1 - Employee Representatives in Spain. Which are the Perceptions and Expectations by Employers? T2 - Promoting Social Dialogue in European Organizations Y1 - 2015 ED - Martin Euwema ED - Lourdes Munduate ED - Patricia Elgoibar ED - Erica Pender ED - Ana Belén García KW - conflict KW - dialogue KW - industrial relations KW - negotiation KW - Spain KW - trade unions KW - trust AB -

Spain has a tradition of a particularly competitive industrial relations climate. The country’s current financial crisis and economic recession have triggered a period of unprecedented reforms in the labor market, employment policies and the structure of the collective bargaining. The change towards a decentralized system of industrial relations have placed employee representatives as key parts at the organizational level, with an important role in social innovation and to promote the competitiveness of the organization. Drawing on the results from interviews and a survey among Spanish HR managers we observe that the economic recession has underpinned the large opposition in social relationships. Employee representatives and managers perceive and behave as two opposed groups, subject to high levels of conflict. However, building a constructive social dialogue ties up with the expressed will by Spanish managers to work with competent counterparts at the negotiation table, partners who have a strategic vision of the dynamics of the organization and with whom they can work vis-à-vis through transparency. They point out that empowering employee representatives so that they can achieve these competencies, together with the professionalization of their role, are further challenges for social agents.

JA - Promoting Social Dialogue in European Organizations PB - Springer International Publishing CY - New York L2 - eng UR - http://link.springer.com/chapter/10.1007/978-3-319-08605-7_11 ER -