Universities are poorly equipped to handle change because of their protected history, elitist position, rapid expansion since the 1960s, and paternalistic management style. (JOW)

This issue reviews trends in public sector employment (particularly in the light of government policy to reduce it), wages (in a context of cash limits), and strikes and other forms of industrial action. It also considers recent developments in the structure, organization, and policy of the "actors" in public sector industrial relations.…

The author argues that shop steward training escalated during the 1970s due to a specific public policy strategy to restructure labor relations and collective bargaining at company and workplace levels. (Author/SSA)

Considers employment policy and labor relations in three Japanese manufacturing plants in northeast England. Includes background information regarding their decision to locate there. (JOW)

Development of the personnel function of local government in the United Kingdom has resulted in a managerial process reflecting key features of the human resource management model. However, employee commitment and organizational flexibility are less evident, and the collectivist nature of employee relations remains well entrenched. (SK)

The author outlines the characteristic stresses faced by people before a major redundancy or factory closure. He argues the case for the use of independent services in redundancy counseling. (Author)

This article draws on work carried out in a British brewery, refutes the claim that the recession has made trade unions irrelevant to managerial concerns, and argues that cohesive, factor-based shop steward organization can resist a management onslaught. (Author/CT)

Interviews with 86 stewards from two British unions, who had undergone some training provided by their unions, showed that the courses have considerable impact on the stewards' relationships with members and management and are a cost-effective means of creating positive change in the workplace. (SK)

Interviews with 325 British union members who had become unemployed and with 30 union officials found some attempt by unions to organize the unemployed and provide assistance. However, policies and services such as job information, retraining, and legal aid are not well communicated to the people who need them. (SK)

The case of a strike against Ford and opposition to building an electronics plant in the United Kingdom illustrates the issues facing companies and unions in adopting Japanese industrial practices. Efficient production arrangements conflict with traditional multiunionism, and bargaining positions sometimes lead to company investment in countries…

Longitudinal case studies of four British organizations tested theories that union membership is waning, collective bargaining is being separated from strategic decision making, and employee involvement is lessening union impact. The conclusion reached was that the marginalization of unions has more complex causes; employee relations need to be…

Describes the effects of new technology on industrial relations in the United Kingdom. Includes a diversity of approaches and a complex picture of successes and failures. Concludes that new technology and industrial relations have rarely been dealt with strategically by UK managements. (JOW)

Discusses the rise of unemployment in Britain, the changes in the character of the labor force, the increases in part-time employment, and the implications for those involved in employee relations. Includes information about working conditions, labor legislation, and trade union involvement. (JOW)

Case studies of five Scottish companies found that four of their quality circles programs had ceased. Essential to the success of quality circles were changes in the systems of reward, communication, and decision making and the cooperation and support of middle managers, who may see quality circles as a threat and who control the resources they…

Discusses the following aspects of British managers and professionals: (1) who they are, (2) employment trends, (3) demographic characteristics, (4) education and development; (5) careers and human resource management, (6) remuneration, and (7) unionization. (CH)