Deals with one of the key human resource (HR) issues in current working life, namely employer‐employee relations. Looks at the process of the development of employer‐employee relations in an organization‐wide change process, more specifically in quality improvement initiative. Presents empirical findings and implications from a qualitative, longitudinal Finnish case study on the implementation of quality management thinking and practices. Suggests leadership‐oriented development strategies for employer‐employee relations and better utilization of HR. Proposes that the progress in the development of labor‐management relations is based on an incremental ideological change which is a leader‐driven learning process. Incremental change in the workplace mentality leads to increasing trust and cooperation. Implies that in the development of labor‐management relations visible leadership and good leadership skills are needed; managers need sensitivity for seeing the right time and knowing the right ways for building mutual trust. Leadership actions, in turn, give support to traditionally more passive human resource management actions.
Savolainen, T. (2000), "Towards a new workplace culture: development strategies for employer‐employee relations", Journal of Workplace Learning, Vol. 12 No. 8, pp. 318-326. https://doi.org/10.1108/13665620010355566Download as .RIS
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