Employee Relations: Volume 23 Issue 4

The state of human resource management: evidence from employees’ views of HRM systems and staff

Recent research exploring a range of arguments about trends in human resource management (HRM) provides contrasting evidence in evaluating the state of HRM. Methods using either…

Mutuality, learning and change at work: the case of employee led development

The concepts of mutuality, learning and change are embedded in the ideas surrounding employee led development (ELD) schemes. This paper explores the extent to which these concepts…

From adversarialism to partnership?: Trade unionism and industrial relations in the banking sector in the UK

This article critically examines the proposition that industrial relations in banking in the UK are undergoing a move from paternalism to adversarialism and then to partnership…

Tunnel vision: non‐union employee representation at Eurotunnel

It is apparent from existing research in the UK that little is known about how forms ofnon‐union employee representation (NER) are composed, their independence from managerial…

Culturally coded? The enigma of flexible labour markets

This paper investigates the relationship between national culture and the main dimensions of employment flexibility. A cultural model of comparative labour market flexibility is…

Redefining Public Sector Unionism: UNISON and the Future of Trade Unions

Unleashing Leaders

Facing up to Thatcherism: The History of NALGO 1979‐1993

In Search of Leaders

New Challenges for European Human Resource Management