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How has the recession affected the conduct of human resource management? How have HR departments and managers fared? Have leading firms taken measures to sustain and revive their businesses through innovative HR measures? How have union representation and influence been affected? Is the recession reshaping work and employment practices?These are among the questions answered in Recession at Work, the first systematic study in Europe to deal with the effects of the economic crisis on people at work. Drawing on survey data for Ireland provided by nearly 500 managers respon.

This article examines the features and effectiveness of 11 'private dispute resolution arrangements' (PDRAs) established by employers and unions in Ireland since the early 2000s to resolve collective disputes within organizations. These PDRAs are groundbreaking in redrawing the rules aligning internal dispute resolution with services provided by external state agencies. The article extends the boundaries of our knowledge of alternative dispute resolution (ADR) by highlighting the features of PDRAs and by identifying the conditions contributing to their evenhandedness, fairness and independence.

This paper examines the development of procedures for conflict resolution in workplaces in Ireland and the more recent emergence of alternative dispute resolution (ADR) practices. Based on a synthesis of data from a series of studies and on a review of reports of conflict resolution innovations, the paper shows how conventional procedures for resolving collective disputes and individual employment grievances had become almost standard by the 1980s, while a series of ADR practices became features of conflict resolution from the 1990s. The changing character of conflict resolution procedures and practices is attributed to a series of influences that include the professionalisation of personnel and human resource management, the changing pattern and context of workplace conflict, the growing importance of multinational firms, and the emergence of professional training and expertise in the provision of ADR support services. The paper projects a continuing rise in the incidence and use of ADR practices but questions the extent to which organisations in Ireland are likely to adopt conflict management systems based on integrated sets of conflict resolution practices.

This paper examines the emergence of a distinct theoretical tradition in Industrial Relations, as represented by John T. Dunlop's theory of industrial relations systems. The author critically appraises the debate engendered by Dunlop's theory and argues that the theory's many 'rehabilitators' have failed to provide a cogent reformulation. The author concludes that Dunlop's 'industrial relations system' is of little theoretical utility. However, he also suggests that what he calls the 'forgotten theory' in Dunlop's Industrial Relations Systemns may well turn out to be of greater significance than that part of his thought which has received major attention.

Der landesweite Streik in Großbritannien, an dem 1,5 Millionen Metallarbeiter beteiligt waren, bedeutete den Auftakt der sich entwickelnden europäischen Kampagne für eine verkürzte Arbeitszeit. Gegen Ende des Streiks kam es im Enklang mit dem nationalen Abkommen in der Metallindustrie in einer Reihe von Fällen, die sich über den gesamten Bereich der Wirtschaft erstreckten, zu einer Verringerung der Normalarbeitszeit. Die Frage der Arbeitszeitverkürzung war damit zu einem zentralen Thema der industriellen Beziehungen geworden. In diesem Beitrag wird die Entstehung und der Verlauf der Kampagne für die Arbeitszeitverkürzung und seine Konsequenzen für die industriellen Beziehungen untersucht. Vorab werden die alternativen Ansätze für die gesellschaftliche Organisation und Handhabung der Arbeitszeit diskutiert. (GF)