An interpretation of the statutory term "worker": a comment

The term "worker" appeared in a number of past and present New Zealand statutes, most importantly the Labour Relations Act 1987. Section 2(1) defined a "worker" as: (a) Means any person of any age employed by an employer to do any work for hire or reward; and (b) Includes- (i) A homeworker; or (ii) A person intending to work

Managerial views on compulsory unionism in New Zealand

The New Zealand industrial relations literature contains a number of propositions concerning the impact or desirability of having compulsory union membership. This paper discusses the propositions, and reports on the response of a sample of 461 New Zealand managers, examining the significance of their attitudes

An interpretation of the statutory term "worker": a comment

The term "worker" appeared in a number of past and present New Zealand statutes, most importantly the Labour Relations Act 1987. Section 2(1) defined a "worker" as: (a) Means any person of any age employed by an employer to do any work for hire or reward; and (b) Includes- (i) A homeworker; or (ii) A person intending to work

Ideology in Industrial Relations

The paper discusses the significant role the concept of ideology has in industrial relations theory and the problems created by the varied and deficient definitions of the concept. A definition is developed and justified which helps explain industrial relations behaviour

The pursuit of HR outsourcing in an emerging economy: The effects of HRM strategy on HR labour costs

The study examines the relationships among six types of HRM strategies with three categories of outsourcing HR activities to reduce HR labour costs. The data were gathered from a survey questionnaire of 232 manufacturing organizations of which 113 organizations engaged with HR outsourcing. We found that no organization outsourced transformational HR functions and that organizations that espouse cost efficiency, commitment, and conventional HRM strategies tend to outsource traditional HR functions, whereas quality conscious and commitment HRM strategies tend to outsource transactional HR functions. Transactional and traditional HR functions show a significant relationship with a reduction in HR labour costs