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• W292687913 abstract "Ariane Hegewisch, Olga Tregaskis and Michael Morley* Introduction Across Europe there is debate about the challenge of human resource management (HRM) to traditional or established industrial relations. The challenges are seen to arise from such major forces as intensified international competition, changes to the structure of product and service markets, European integration, and new approaches to the management of manufacturing technologies (Gunnigle & Roche 1995). While there appears to be growing consensus that `something is new' in European labour management in the 1990s, there continues to be large disagreement over the nature and extent of the current transformation. Of critical concern to researchers in the field is the extent to which new human resource management practices fit comfortably with the existing collective relationship (Beaumont & Harris, 1996). Thus, the standing of, and the prospects for, the HRM concept are arguably still uncertain, even though, as Storey (1995) points out, it seems to promise the set of guidelines which many managers have been desperately seeking. Perhaps the most useful approach to examining the changed management of the employment relationship is simply to use the two way classification of 'individualism' and 'collectivism'. Individualism and collectivism refer to the degree to which management adopt an essentially individual or collective focus in the management of the employment relationship (Purcell 1987; Marchington & Parker 1990; Purcell and Gray, 1986; Purcell 1987; Bacon & Storey 1993; Storey & Bacon 1993; Purcell and Ahlstrand 1994, Gunnigle 1995). It has been suggested that high individualism is characterised by management recognising the resource value of employees and encouraging employee commitment; it is associated with the development of comprehensive internal labour market, performance (individual) related pay and focus on the management-employee relationship as opposed to management-trade union communications (Beer 1984; Beaumont 1985; Guest 1987; Purcell 1987; Hannaway 1987,1992; McGovern 1989ab Storey 1992; Bacon & Storey 1993; Storey & Sisson 1994). In contrast low individualism is characterised by utilitarian perspective of human resources within the overriding goal of cost minimisation. Low individualism is also associated with strong managerial focus on labour control (Gunnigle 1995; Purcell 1987). While there may be disagreement about the factors which are related to increased individualism in industrial relations, there is considerable consensus that it represents an important development in labour management. The HRM v. Industrial Relations debates The original American models of HRM - in the 'harder' strategy oriented version of the Michigan School (Tichy et al (1982) as well as the 'softer' commitment focus version of the Harvard School (Beer et al 1984; Walton 1985) (see Beaumont 1992 for review) make little or no mention of industrial relations and trade unions. The British and Irish debates since the second half of the 1980s have been dominated by this absence, and its implications both for the coherence of the models of HRM, their applicability to the European context, and their desirability as model of employment. It has been argued that HRM is and anti-collective bargaining (Beaumount 1992), that HRM is a wolf in sheep's clothing (Keenoy 1990), that HRM and trade unionism are incompatibles (Cradden 1992), that unitarist commitment based approaches are inherently unstable (Legge 1989). As Fischer and Wertbrecht (1994:11 ) conclude in their review of British debates on HRM: Only few authors discuss the possibility of co-existence between HRM and collective bargaining. Arguably the assessment and interpretations of HRM as new management doctrine were strongly influenced by the anti-union practices particularly of some American multinational corporations. …" @default.
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• W292687913 date "1997-01-01" @default.
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• W292687913 title "The management of labour in Europe: Is human resource management challenging industrial relations?" @default.
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