West Germany from 1949 to 1990 was a story of virtually unparalleled political and economic success. This economic miracle incorporated a well-functioning political democracy, expanded to include a social partnership system of economic representation. Then the Wall came down. Economic crisis in the East—industrial collapse, massive layoffs, a demoralized workforce—triggered gloomy predictions. Was this the beginning of the end for the widely admired German model? Lowell Turner has extensively researched the German transformation in the 1990s. Indeed, in 1993 he was at the factory gates at Siemens in Rostock for the first major strike in post-Cold War eastern Germany. In that strike, and in a series of other incisively analyzed workplace and job developments in eastern Germany, he shows the remarkable resilience and flexibility of the German social partnership and the contribution of its institutions to unification. His controversial and, to some, radical findings will stimulate debate at home and abroad. Moving from world markets to the shop floor, this book is an ambitious and comprehensive analysis of the fate of contemporary unions in industrial societies. The international results of intensified competition and technological advance have stimulated much policy debate, but Lowell Turner is interested in clarifying a phenomenon that is far less widely understood: the political effects of new work organization on labor and management. Noting that the same cluster of production innovation and technological change has produced widely contrasting crossnational industrial relations outcomes, Turner provides a detailed, systematic study of the politics of new work organization at selected auto plants in the United States and Germany. He then examines in a more schematic fashion the telecommunications and apparel industries of those countries, as well as developments elsewhere. Exploring diverse patterns of union-management relations, he demonstrates the importance of existing national institutions and patterns of labor-management-state bargaining as sources of variation in work reorganization and in the collective representation of workers' interests. Particular national institutions of worker interest representation, he argues, shape managerial decisions and hence national industry responses to intensified competition in world markets. His industry-by-industry comparison explains why the American labor movement has declined in influence over the last decade, while the labor movements in Germany and several other countries have not. Further observations on the situation in Britain, Italy, Sweden, and Japan give depth and specificity to the terms of his argument. Most important, perhaps, Turner's analysis shows the conditions necessary for stable industrial relations settlements and a resurgence of union influence in the contemporary world economy. As interest grows in international business and comparative industrial relations, Democracy at Work will attract the attention of political scientists, economists, sociologists, and industrial and labor relations specialists, as well as representatives of labor, business, and government.

Comprises essays which examine changes in industrial relations and work structures in 11 countries.

Originally published in 1986, The Transformation of American Industrial Relations became an immediate classic, creating a new conceptual framework for understanding contemporary insutrial relations in the United States. In their introduction to the new edition, the authors assess the evolution of industrial relations and human resource practives, focusing particularly on the policy impoications of recent changes. They discuss the diverse forms of work restructuring in the American economy, the reasons why the diffusion of participatory work reorganization has been so modest, work practices among sophisticated nonunion employers, union membership declines, and public policy debates.

Ch. 1. A Strategic Choice Perspective on Industrial Relations -- Ch. 2. Historical Evolution of the U.S. Collective Bargaining System -- Ch. 3. The Emergence of the Nonunion Industrial Relations System -- Ch. 4. Industrial Relations Systems at the Workplace -- Ch. 5. The Process and Results of Negotiations -- Ch. 6. Changing Workplace Industrial Relations in Unionized Settings -- Ch. 7. Union Engagement of Strategic Business Decisions -- Ch. 8. American Workers and Industrial Relations Institutions -- Ch. 9. Strategic Choices Shaping the Future.

Headlines frequently appear that purport to highlight the differences among workers of different generations and explain how employers can manage the wants and needs of each generation. But is each new generation really that different from previous ones? Are there fundamental differences among generations that impact how they act and interact in the workplace? Or are the perceived differences among generations simply an indicator of age-related differences between older and younger workers or a reflection of all people adapting to a changing workplace? Are Generational Categories Meaningful Distinctions for Workforce Management? reviews the state and rigor of the empirical work related to generations and assesses whether generational categories are meaningful in tackling workforce management problems. This report makes recommendations for directions for future research and improvements to employment practices.

Comparison, research papers on the impact of economic recession trends on labour relations, partic. In OECD countries from 1973-1983 - examines market economy response to the international monetary system, technological change and interindustry shift; discusses wage determination in Australia, collective bargaining in Brazil, workers participation and structural change in Canada, France, Germany, Federal Republic, Japan, Sweden, UK and USA. References, statistical tables.

Workers, Managers, and Technological Change: Emerging Patterns of Labor Relations contributes significantly to an important subject. Technological change is one of the most powerful forces transforming the American industrial relations In fact, the synergistic relationships between technology and indus system. trial relations are so complex that they are not well or completely understood. We know that the impact of technology, while not independent of social forces, already has been profound: it has transformed occupations, creating new skills and destroying others; altered the power relationships between workers and managers; and changed the way workers learn and work. Tech nology also has made it possible to decentralize some economic activities out of large metropolitan areas and into small towns, rural areas, and other coun tries. Most important, information technology makes it possible for interna tional corporations to operate on a global basis. Indeed, some international corporations, especially those based in the United States, are losing their national identities, detaching the welfare of corporations from that of particu lar workers and communities. Internationalization, facilitated by information technology, has trans formed industrial relations systems. A major objective of the traditional American industrial relations system was to take labor out of competition.