Promoting Social Dialogue in European Organizations Human Resources Management and Constructive Conflict Management /

Promoting Social Dialogue in European Organizations Human Resources Management and Constructive Conflict Management /

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This volume focuses on describing the social dialogue system in organizations from an Human Resources Management perspective. Based on the NEIRE model for industrial relations, key factors are determined contributing to creative social dialogue in European organizations. Actual data from surveys and...

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Bibliographic Details
Corporate Author: SpringerLink (Online service)
Other Authors: Euwema, Martin (Editor), Munduate, Lourdes (Editor), Elgoibar, Patricia (Editor), Pender, Erica (Editor), Belén García, Ana (Editor)
Format: Electronic eBook
Language:English
Published: Cham : Springer International Publishing : Imprint: Springer, 2015.
Series:Industrial Relations & Conflict Management,
Subjects:
Psychology.
Political science.
Social policy.
Industrial psychology.
Industrial, Organisational and Economic Psychology.
Social Policy.
Political Science.
Online Access:http://dx.doi.org/10.1007/978-3-319-08605-7
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Table of Contents:
  • Chapter 1: Employee Representatives in European Organizations; Martin Euwema, Ana García, Lourdes Munduate, Patricia Elgoibar and Erica Pender
  • Chapter 2: Belgium: Management Perceptions of Social Dialogue at the Company Level in Belgium; Valeria Pulignano and Nadja Doerflinger
  • Chapter 3: Denmark: Employee Representatives in Denmark. How Employers See them and What they Expect; Soren Viemose and Hans Jørgen Limborg
  • Chapter 4: Estonia: Employee Representatives in Estonia. How are they Perceived and What are the Expectations by Employers in Estonia? Mare Teichmann and Merle Lõhmus
  • Chapter 5: France: Employee Representatives in France: Employers’ Perceptions and Expectations Towards Improved Industrial Relations; Aurélien Colson, Patricia Elgoibar and Francesco Marchi
  • Chapter 6: Germany: Management’s Perceptions of Social Dialogue at the Company Level in Germany; Michael Whittall
  • Chapter 7: Italy: Management’s Perceptions of Social Dialogue at the Company Level in Italy; Giovanni Passarelli
  • Chapter 8: The Netherlands: Industrial Relations and Works Councils in The Netherlands. Results from Interviews and a Survey Among HR Managers; Aukje Nauta
  • Chapter 9: Poland: Employee Representatives in Poland. How are they Perceived and What are the Expectations by Employers in Poland? Barbara Kożusznik and Jarosław Polak
  • Chapter 10: Portugal: Employee Representatives in Portugal. How are they Perceived and What are the Expectations of Employees in Portugal? Ana Passos
  • Chapter 11: Spain: Employee Representatives in Spain. Which are the Perceptions and Expectations by Employers? Lourdes Munduate, Ana García, Erica Pender, Patricia Elgoibar and Francisco Medina
  • Chapter 12: United Kingdom: Employee Representatives and Participation in the United Kingdom; Miguel Martínez-Lucio and Arjan Keizer
  • Chapter 13: The Tower of Power: Building Innovative Organizations through Social Dialogue; Ana García, Erica Pender, Patricia Elgoibar, Lourdes Munduate and Martin Euwema.

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