Industrial relations, the New Right and the praxis of mismanagement

Purpose: The purpose of the article is to outline the insights provided by Alan Fox in Man Mismanagement in relation to the rise of the New Right political economy and the spread of unitarist managerialism. The article assesses the contemporary work and employment relations implications of mismanagement arising from a “second wave” of the New Right ideology from 2010 in the UK. Design/methodology/approach: Responding to the Special Issue on Alan Fox, the article focuses on Alan Fox's book Man Mismanagement, considering industrial relations developments arising between the 1st (1974b) and 2nd (1985) editions relating to the political rise of the New Right. It reviews various literature that illustrates the contemporary IR relevance of the book and Fox's insights. Findings: The New Right’s ideology has further fragmented work, disjointed labour rights and undermined collective industrial relations institutions, and macho mismanagement praxis is even more commonplace, compared to when Fox wrote Man Mismanagement. The stripping away of the institutional architecture of IR renders the renewal of pluralist praxis, like collective bargaining and other forms of joint regulation of work, a formidable task. Originality/value: The value of the article relates to the identification of dramatic historical industrial relations events and change in the UK in Alan Fox's book Man Mismanagement, most notably relating to the rise to power of the Thatcherite New Right in 1979. Originality is evidenced by the authors’ drawing on Fox's ideas and assessing the implications of the “second wave” of the New Right in the contemporary industrial relations (IR) context of the 2020s under the conceptual themes of fragmented work, disjointed labour rights and undermined collectivism.</p

Employment relations and human resource management.

This chapter locates the emergence and significance of key intersections of Human Resource Management (HRM) and Employment Relations (ER) in a threefold manner. First, the chapter traces the origins of HRM, highlighting the importance of longstanding domain assumptions which formed the conceptual heritage of the term. Second, the chapter explores key waves of research that have characterised the field since the mid-1980s, including an emphasis on strategy, HRM-Performance linkages, and employee outcomes. Third, the chapter draws on a 5C framework to provide a critical evaluation of HRM. Overall, this serves to illuminate the value of more employment relations grounded understanding and on-going conversation between related modes of thinking about the management of people at work in contemporary society

An analytical framework for employment regulation: investigating the regulatory space

peer-reviewedPurpose – The purpose of this paper is to advance a conceptual analytical framework to help explain employment regulation as a dynamic process shaped by institutions and actors. The paper builds on and advances regulatory space theory. Design/methodology/approach – The paper analyses the literature on regulatory theory and engages with its theoretical development. Findings – The paper advances the case for a broader and more inclusive regulatory approach to better capture the complex reality of employment regulation. Further, the paper engages in debates about the complexity of employment regulation by adopting a multi-level perspective. Research limitations/implications – The research proposes an analytical framework and invites future empirical investigation. Originality/value – The paper contends that existing literature affords too much attention to a (false) regulation vs deregulation dichotomy, with insufficient analysis of other “spaces” in which labour policy and regulation are formed and re-formed. In particular, the proposed framework analyses four different regulatory dimensions, combining the legal aspects of regulation with self-regulatory dimensions of employment regulatio.ACCEPTEDpeer-reviewe

Exploring the HRM-performance relationship: the role of creativity climate and strategy

While an established stream of research evidence has demonstrated that human resource management (HRM) is positively related to organisational performance, explanations of this relationship remain underdeveloped, while performance has been considered in a narrow fashion. Exploring the relevant but often neglected impact of creativity climate, the purpose of this paper is to examine key processes (mediation and moderation) linking high-performance human resource practices with a broad range of organisational performance measures, including employee performance and HR performance. Design/methodology/approach â The paper draws on a People Management Survey of 169 HR managers from top performing firms in the Republic of Ireland. Findings â The findings provide general support for the role of creativity climate as a key mediator in the HRM-performance relationship. The impact of HPWS on performance is judged universal with little evidence of variation by strategic orientation. Practical implications â Sophisticated HRM is found to directly impact a range of organisational performance outcomes. Creativity climate provides an understanding of the mechanisms through which such impact takes effect. Organisations should develop a clear and consistent HR philosophy to realise HR, employee and organisational performance. Originality/value â The paper offers a more intricate understanding of the key factors shaping both the operation and impact of the HRM-performance relationship. Creativity climate offers an important vehicle to better understand how the HRM-performance relationship actually operates. The paper also highlights the potential of examining multiple organisational performance outcomes to offer more nuanced and considered insights.peer-reviewe

Regulating for mutual gains? Non-union employee representation and the Information and Consultation Directive

Interest in ‘mutual gains’ has principally been confined to studies of the unionised sector. Yet there is no reason why this conceptual dynamic cannot be extended to the non-unionised realm, specifically in relation to non-union employee representation (NER). Although extant research views NER as unfertile terrain for mutual gains, the paper examines whether NER developed in response to the European Directive on Information and Consultation (I&C) of Employees may offer a potentially more fruitful route. The paper examines this possibility by considering three cases of NER established under the I&C Directive in Ireland, assessing the extent to which mutual gains were achieved

The challenge of managing informally

Purpose – The purpose of this paper is to explore the orientations of line managers in handling workplace conflict. In particular it examines the tension between the traditional preference of frontline managers for informal approaches and the perceived certainty of written disputes procedures. Design/methodology/approach – The paper draws upon findings from 12 organisational case studies, focusing on interviews conducted with HR and managers. Findings – As line managers undertake more responsibility for people management, their preferences for informal approaches to workplace issues appears to be being replaced by a more rigid adherence to policy and procedure. This is largely driven by a lack of confidence and expertise in conflict management and a fear of the repercussions (both legal and organisational) of mishandling difficult issues. Written procedure therefore provides managers with both a systematic guide but also a protective shield against criticism and litigation. Research limitations/implications – It is not possible to generalise from a limited sample, therefore this suggested change requires further exploration to assess whether it has been evidenced in organisations more widely. Practical implications – For practitioners this research highlights the critical requirement for organisations to develop key skills among line managers to enable them to respond effectively to problems at an early stage. Social implications – For policy-makers, the barriers to line managers implementing informal resolution should be considered. Originality/value – This paper enriches understanding of line managers’ current role in people management and the challenges they face in doing so informally

2021 Taxonomic update of phylum Negarnaviricota (Riboviria: Orthornavirae), including the large orders Bunyavirales and Mononegavirales.

Correction to: 2021 Taxonomic update of phylum Negarnaviricota (Riboviria: Orthornavirae), including the large orders Bunyavirales and Mononegavirales. Archives of Virology (2021) 166:3567–3579. https://doi.org/10.1007/s00705-021-05266-wIn March 2021, following the annual International Committee on Taxonomy of Viruses (ICTV) ratification vote on newly proposed taxa, the phylum Negarnaviricota was amended and emended. The phylum was expanded by four families (Aliusviridae, Crepuscuviridae, Myriaviridae, and Natareviridae), three subfamilies (Alpharhabdovirinae, Betarhabdovirinae, and Gammarhabdovirinae), 42 genera, and 200 species. Thirty-nine species were renamed and/or moved and seven species were abolished. This article presents the updated taxonomy of Negarnaviricota as now accepted by the ICTV.This work was supported in part through Laulima Government Solutions, LLC prime contract with the US National Institute of Allergy and Infectious Diseases (NIAID) under Contract No. HHSN272201800013C. J.H.K. performed this work as an employee of Tunnell Government Services (TGS), a subcontractor of Laulima Government Solutions, LLC under Contract No. HHSN272201800013C. This work was also supported in part with federal funds from the National Cancer Institute (NCI), National Institutes of Health (NIH), under Contract No. 75N91019D00024, Task Order No. 75N91019F00130 to I.C., who was supported by the Clinical Monitoring Research Program Directorate, Frederick National Lab for Cancer Research. This work was also funded in part by Contract No. HSHQDC-15-C-00064 awarded by DHS S&T for the management and operation of The National Biodefense Analysis and Countermeasures Center, a federally funded research and development center operated by the Battelle National Biodefense Institute (V.W.); and NIH contract HHSN272201000040I/HHSN27200004/D04 and grant R24AI120942 (N.V., R.B.T.). S.S. acknowledges partial support from the Special Research Initiative of Mississippi Agricultural and Forestry Experiment Station (MAFES), Mississippi State University, and the National Institute of Food and Agriculture, US Department of Agriculture, Hatch Project 1021494. Part of this work was supported by the Francis Crick Institute which receives its core funding from Cancer Research UK (FC001030), the UK Medical Research Council (FC001030), and the Wellcome Trust (FC001030).S

2021 Taxonomic update of phylum Negarnaviricota (Riboviria: Orthornavirae), including the large orders Bunyavirales and Mononegavirales.

In March 2021, following the annual International Committee on Taxonomy of Viruses (ICTV) ratification vote on newly proposed taxa, the phylum Negarnaviricota was amended and emended. The phylum was expanded by four families (Aliusviridae, Crepuscuviridae, Myriaviridae, and Natareviridae), three subfamilies (Alpharhabdovirinae, Betarhabdovirinae, and Gammarhabdovirinae), 42 genera, and 200 species. Thirty-nine species were renamed and/or moved and seven species were abolished. This article presents the updated taxonomy of Negarnaviricota as now accepted by the ICTV