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This article examines the role of extension provisions for collective agreements in France, Portugal and Spain, three countries that have faced pressure to introduce more flexibility in their employment regimes during recent economic crises. The article establishes the continuing importance of extension provisions for maintaining high bargaining coverage in all three countries and traces the origin of national differences in their evolution to the strategies of the various actors, governments, employers and trade unions, and the context in which they are operating. It also looks at the characteristics of the extension regulations themselves.

This article looks at the changing configuration of work– family arrangements (WFA) in Spain through the lens of labour market segmentation. Using European Union Statis- tics on Income and Living Conditions (EU-SILC) data for 2005, 2007, 2010 and 2012, it examines occupational dif- ferences in WFA comparing the period of prosperity to the period of recession and the implementation of austerity pol- icies. The findings show that the dynamics of labour market segmentation produce differential employment opportuni- ties and degrees of job security for men and women across occupational groups, significantly shaping WFA. The crisis reinforced already balkanized gender contracts, with working-class households suffering most from job losses and pressing economic needs. Couples whose members were services employees and/or manual workers saw the greatest increases in dual activity over the whole period, as dual earners during the prosperity period and as added workers during the crisis. The economic crisis and austerity policies have reinforced the social divide across work-poor and work-rich households, and dual-earning skilled couples versus those earning out of economic necessity.

An insightful volume that demonstrates how human service managers and administrators can innovatively and successfully make their agencies more effective using the principles of organizational behavior management. Improving Staff Effectiveness in Human Service Settings demonstrates the potential of OBM for identifying, tracking, targeting, and evaluating problems. Researchers, academicians, and practitioners examine interventions with OBM that took place in actual human service settings in response to severe organizational and staff problems. This important volume is an excellent resource brim

This article presents the development of organizational culture in terms of a rapidly changing environment in a modern labor market. Old definitions had to bring new persuasion into the field in order to compete among modern organizations. We can witness those changes firstly by analyzing how the meaning of an organizational culture has been changed over the previous decades from a very narrow function to a wide and meaningful definition including soft skills and psychological aspects. The most common reason why it happened is economic and technological growth and changes in demand which come along with it. Organizations must adapt to those changes; otherwise, consequences can be crucial. Organizational culture nowadays includes more supporting disciplines, and one of them is Human Resources Management (HRM).
Organizational culture and Human Resources Management have been merged as supporting disciplines approximately in the late nineties. The meaning of that phenomena got even stronger when American psychologists admitted its relevance and supported the idea that organizational culture consists not only of an external context. HRM's components, such as employee's engagement, the management of cultural differences among parties, creative leadership, the identification of a specific and individual needs, etc., became relevant in shaping organizational culture in a modern organization. The article presents components which belong to the side of organizational culture as well as to the side of HRM and the most important relations between two disciplines and common components which glued those disciplines together.

This book focuses on strategic and operational human resources, giving the reader the core curriculum of subjects usually presented in an MBA program specialized in organizational behaviour and human resource management. The topics covered can be applied to a variety of real world business situations. This book aims to contribute to the growh and development of individuals in a competitive and global economy, by covering the latest developments in the field of human resources management. Innovative practices and theories as well as the current policies and practices of HRM are described in this book.

This study aims to evaluate the impact of human resource management practices (HRMPs) on employee attitudes and behavior (EAB). The population of this study was all employees of cement manufacturing firms (CMC) in the southern region of Bangladesh. Data was gathered using structured questionnaires following convenient sampling technique. The data was analyzed using SPSS-23 statistical package program. A robust and significant linear association between HRMPs and EAB was found. Further, HRM practices, including compensation & rewards (CR) and motivation (MV) were discovered to be dominant predictors of EAB. According to the study, variations in EAB of 77.10% were caused by independent predictors such as recruitment and selection (RS), training and development (TD), performance appraisals (PA), compensation and rewards (CR), motivation (MV), and maintenance (MT) in CMC in the southern part of Bangladesh. Nevertheless, it is apparent from the study's findings that manufacturing organizations that have implemented progressive HRM practices in a systematic and integrated manner are having an enormous influence on EAB. This study only focused on one industry and one type of organizational structure. According to the study, findings should not be extensively generalized. Future research should incorporate other aspects, such as organizational learning and organizational capacity, to construct a new model of HRM practices.

I examine the relationship between unhappiness and age using data from eight well-being data files on nearly fourteen million respondents across forty European countries and the United States and 168 countries from the Gallup World Poll. I use twenty different individual characterizations of unhappiness including many not good mental health days; anxiety; worry; loneliness; sadness; stress; pain; strain, depression and bad nerves; phobias and panic; being downhearted; having restless sleep; losing confidence in oneself; not being able to overcome difficulties; being under strain; being unhappy; feeling a failure; feeling left out; feeling tense; and thinking of yourself as a worthless person. I also analyze responses to a further general attitudinal measure regarding whether the situation in the respondent's country is getting worse. Responses to all these unhappiness questions show a, ceteris paribus, hill shape in age, with controls and many also do so with limited controls for time and country. Unhappiness is hill-shaped in age and the average age where the maximum occurs is 49 with or without controls. There is an unhappiness curve.

We investigate the link between leadership, beliefs and pro-social behavior in social dilemmas. This link is interesting because field evidence suggests that people's behavior in domains like charitable giving, tax evasion, corporate culture and corruption is influenced by leaders (CEOs, politicians) and beliefs about others' behavior. Our framework is a repeated experimental public goods game with and without a leader who makes a contribution to the public good before others (the followers). We find that leaders strongly shape their followers' initial beliefs and contributions. In later rounds, followers put more weight on other followers' past behavior than on the leader's current action. This creates a path dependency the leader can hardly correct. We discuss the implications for understanding belief effects in naturally occurring situations.