Industrial Restructuring With Job Security

Covers the period from 1974 to 1986. Includes as an appendix: Summary of work force reduction policies.

Change is a permanent feature of market economies. What is new in today's world is the pace, breadth and depth of economic change and the industrial restructuring that this entails. Over the past two decades, industrialized countries have witnessed a level of industrial restructuring which, in its scope and tempo, has probably been without historic precedent.[...] A central question has become whether labour standards impede necessary changes in economic units, industrial structures, and employment groth, as the well-established current of neoliberal thinking would maintain or whether, on the contrary, labour standards and the institutions through which they are delivered constitute viable channels for industrial innovation, economic dynamism, and sustainable development, as another school of academics, policymakers and practitioners would hold. The present volume directly addresses this debate and contains a number of contributions which lay out the arguments for and against labour standards in relation to economic performance [...] provides analyses of industrial restructuring at the firm, industry, regional, national and international levels, and includes detailed case studies of experiences in Germany, Sweden, France, Italy, the United States, Canada and Australia [...] develops conceptual perspectives on labour standards, provides comparative overviews of their impact, and trace the evolution of labour standard-setting at the level of the European Community and in the international economy.

Starting from this dematerialization hypothesis, for the first time comparative case-studies analyse in detail the driving forces of industrial restructuring of different industries and countries in Europe where such a decline has been observed at least temporarily.

This volume contains empirical analyses of European psychologists and sociologists on the impact of job insecurity on trade union membership, activism and upon the attitudes of individual workers towards unions. Little is currently known about the impact of job insecurity on the union participation of workers, which is significant given the importance of trade unions in European collective bargaining systems. This volume reports innovative and pioneering research on this research gap. It answers questions such as: do workers more easily join unions because of job insecurity, or does it make them leave the union? Does it influence participation in work's council elections or affect the intention to become a union activist? And are workers less satisfied and less committed to their unions when they experience job insecurity? The book contains recommendations for policy makers, social partners and practitioners in the field of work and organizations.

This book is about the restructuring of industry in ten East Asian economies at the start of the twenty-first century. It examines the dynamic aspects of the region's industrial structures -- the changes occurring with globalisation fuelled by liberalisation and by a paradigm shift from industrial technology to information technology. The traditional "flying geese" concept is less relevant to explaining the economic and industrial development in the region as the pattern has become less predictable.

A far-reaching transformation is taking place in the US in the relationship between employers and employees. The lessons learned from Japan and from "best practice" companies like IBM about how job security, training, and internal development can improve employee commitment and performance have given way to a new set of lessons about how companies can redue fixed costs, increase flexibility, and improve performance by eliminating the elaborate employment systems that prepared employees for long careers in the company. Where the old arrangement protected employees from outside market forces, the new ones drag the market right back in through downsizing, contingent workforces, hiring on the outside for new skills, and compensation contingent on overall organizational performance. New work systems that reengineer processes and empower employees "flatten" the organizational chart, cutting management jobs in particular and reducing opportunities for career development. The new arrangements shift many of the risks of business from the firm to the employees and make employees, rather than employers, responsible for developing their own skills and careers. They also increase the demands placed on workers while reducing what they receive back for their efforts. While morale is down and stress is up, employee performance seems to be rising largely because of fear driven by the shortage of good jobs. Change at Work explores the theme that employees have paid the price for the widespread restructuring of American firms as illustrated by reduced security, greater effort and hours, and reduced morale. In this important study--commissioned by the National Planning Asociation's Committee on New American Realities--the authors consider how individuals and employers need to adapt to the new arrangements as well as the implicatioons for important policy issues such as how skills will be developed where the attachment to the firms is sharply reduced. The future is uncertain, but the authors argue that the traditional relationship between employer and employee will continue to erode, making this work essential reading for managers concerned with the profound impact corporate restructuring has had on the lives of workers.