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Management and ER (Managing the two sides of ER what managing ER means…
Management and ER
Managing the two sides of ER
what managing ER means
Human labour has distinctive opportunities
peculiar means of production (uncertainy)
Labour process perspective
potentiel effort : embodied + inseperable from people
enable LABOUR which is
incorporated & gives values to goods & services
Human labour & productive work
Human physiology : favour having control
vs
Productive work : set standards of performance
Human psychology : requires motivation & persuasion
vs
Productive work : relies on reliability & predictability
Human labour & uncertainty
human labour is a
non-homogenous factor of production
Output level changes
during time
according to the person
Information assymetry
principal (employer) : define tasks + how & has authority
agent (employee) : performs task + has knowledge
info assymetry + authority is not enough > monitoring is costly > incentive system (motivation/sanction)
Managing ER = managing 2 dimensions simultaneously
ER has two sides : market relations & pure control
Market relations : price; quantity, duraction
labour is commodity & can be exchanged
Management relation : persuasion
labour is not a commodity (embodiment)
Management and Unions
responses to unions
Management prerogative is a starting point of ER
legitimacy of managerial control
Univarty perspective : management prerogative
Fox & Flanders
Foundations:
historical : feudalism, paternalism
theoritical : fim, governance, agency theory
empirical : belief in expertise monopoly
Principle:
management prerogative : right to manage
sole & exclusive rights of determination
Consequences:
management style: authority, loyalty
ER : no participation, no representation, no collective bargaining
Management styles & ER
cf graphique
Many ways to depart from it (opposition or partnership)
legitimacy of unions
Management strategies for dealing w/ unions
managerial style: antognism vs cooperation
labour-management relations: authoritarism vs participative
Negotiation is limited to obligations
Extensive negotiations; peaceful coexistence
Unilateral decision making; challenge of union legitimacy
Individual bargaining; individualized HRM practices