Category

Case-study

Apr 13
0

Social Dialogue in Developing Countries

By | Angola, Brazil, Case-study, Costa Rica, Ghana, India, Indonesia, Kenya, Mozambique, Social dialogue, South Africa, South Korea, Zambia

This is a study of Social Dialogue in developing countries. It was commissioned by the Norwegian Agency for Development Cooperation (Norad) on behalf of the Royal Norwegian Ministry of Foreign Affairs (MFA) in November 2010. It was prepared by Michael Fergus, partner in Nordic Consulting Group AS. The purpose of the study is to map experience with dialogues on socio‐economic issues between government and organisations in productive sectors, and possibly civil society organisations, in selected developing countries. In countries where a system of social dialogue has been established the study also assesses whether the experience is of interest for other countries to learn from. Norway may then consider supporting some form of interaction between countries in the South. It is not the purpose of the study to try to assess whether the Norwegian model of social dialogue can be copied into different political systems and cultures.

 

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Apr 13
0

Fostering economic development through social partnership in Barbados

By | Barbados, Case-study, Social dialogue

Abstract:

Analyses the framework and processes of labour relations and social partnership at the national level in Barbados and explores experiences of social dialogue in relation to improving productivity, technical and vocational education, occupational health and safety and in the tourism sector. Includes a comparison of social dialogue in other Carribean countries.

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Apr 13
0

Assessment on the impact of labour union on employees’ performance: The case study of commercial bank of ethiopian

By | Case-study, Social dialogue

Abstract:

The purpose of the study is in Partial Fulfilment for the Requirements of the Degree of Masters of Arts in Human Resource Management and the study mainly focused on the assessment of the impact of labour union on employees’ performance in commercial bank of Ethiopia. To conduct this study mixed approach method i.e., both quantitative and qualitative methods have been used to have better out come out of the study. The qualitative one has been used to describe about the perceptions of respondents about the labour union effectiveness in its major practice in enhancing the employees’ performance using content analysis. And the quantitative one to explain about the effectiveness of labour union in its major practices in enhancing the employees’ performance using statistical tool i.e., mode of frequencies in number and percentage. Communication network, working condition and harmony, safety and healthy, salaries and benefits, collective action in partnership with management, policy and strategic issues and conflict and complain handling were selected to be the study variables. For the target population it used employees of the organization who are working in Addis Ababa region. Both descriptive and explanatory survey design has been used to reach on the results. Samples of 423 employees were used for the questionnaire, and 92.43% of it was responded. The quantitative data were analysed using SPSS software and the qualitative data were analysed using content analysis and the results of which were combined by interoperating with the results of quantitative one for the final results ,as a result it was found that more than 37.9% of the respondents in the questionnaires under the closed ended questions and majority of respondents’ opinion under the open ended questions in the questionnaires have given their negative feed backs about the effectiveness of labour union. In addition, five of them out of seven interviewees have given their negative feedbacks about its effectiveness. However, much less than 45.8% of the respondents in the questionnaires have given their positive feedback. In general, as results indicate the labour union is not effective or very weak in its practices to enhance employees’ performance to the desired level in the achievement of the goals of the organization and has very weak bargaining power.

 

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Apr 13
0

Unions can increase efficiency: Ten examples

By | Case-study, Social dialogue

Millions of workers in different countries and in different times have sought to organize into unions. Whether or not a government’s laws facilitate organizing, there has been widespread demand by individuals for labor unions– as an expression of their freedom of association. In spite of higher costs that may be related to unions, workers have fought for the right to organize to tilt the balance of power from employers to workers, to provide due process procedures, and to ensure that workers earn an adequate living to support a family. Unions do not form out of thin air; they arise when individuals decide to come together to collectively address market inefficiencies and social problems.

These private actions of individuals make it clear that unions have some place in benefiting the economy. While the costs of unions are often brought up, politicians and the voting public must also consider the benefits of unions. This Illinois Economic Policy Institute (ILEPI) Economic Commentary investigates how unions can increase economic efficiency. The report outlines ten examples of unions positively improving the economy for the better:

1. Union workers earn higher wages and increase consumer demand;
2. Unions reduce socially inefficient levels of income inequality;
3. Union workers receive less government assistance;
4. Union workers contribute more in income taxes;
5. Unions increase productivity in construction, manufacturing, and education;
6. Unions reduce employee turnover rates;
7. Unions fight against child labor and for public education;
8. Unions fight against all forms of discrimination;
9. Unions collectively bargain toward efficient contracts; and
10. Unions fight against the “monopsony” power of owners, especially in sports.

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Apr 13
0

Social Dialogue in times of crisis: Finding better solutions

By | Belgium, Brazil, Case-study, Chile, Czech Republic, Ghana, Honduras, Hungary, Indonesia, Ireland, Italy, Japan, Malaysia, Netherlands, Niger, Panama, Peru, Poland, Singapore, Social dialogue, South Africa, Sweden, United States

This paper looks at past economic crises to identify lessons that can be learned from industrial relations developments in different regions and varying circumstances. The paper describes the development of social dialogue in the early period of the current crisis in order to inform the reader about the forms and content of crisis-related social dialogue in different parts of the world and to provide national examples. It concludes by suggesting policy options. The paper also contains tables of national and enterprise-level cases documenting the role of social dialogue and industrial relations in addressing the employment impact of the crisis.

 

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Apr 13
0

Social Dialogue at Enterprise Level. Successful Experiences

By | Bangladesh, Case-study, Nepal, Pakistan, Social dialogue, Sri Lanka

One of the main challenges that Asian countries are facing, and will continue to face in the coming years, is the need to adjust their economic and social systems in accordance with the process of globalization. This process cannot be managed equitably and efficiently without social dialogue among the main stakeholders. From the ILO’s perspective, tripartism and social dialogue are integral components of decent work and essential channels for achieving it. As stated by the ILO Director General “cohesive tripartism is the ILO’s bedrock”. The main goal of social dialogue is to promote consensus building and democratic involvement among the main stakeholders in key aspects relating to the work environment. The objective of this publication is to introduce concepts of social dialogue at the workplace, enumerate enabling conditions for social dialogue to work effectively, and demonstrate positive features of social dialogue with empirical studies.

 

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Apr 13
0

Social Dialogue as a Means of Enhancing Productivity and Quality of Work Life: A Case Study of the Maha Oya Group of the Bogawantalawa Plantations Company

By | Case-study, Social dialogue

Perspectives on Productivity Improvement

The productivity improvement movement has a long history having had its beginnings with the work simplification practices advocated by F.W. Taylor under the famous ‘scientific management principles’. Since then there has been an
increasing attention on evolving various approaches and strategies to enhance productivity, and more particularly labour productivity, at the enterprise level. The Asian Productivity Organisation, a regional organisation established in 1961, to
support productivity promotion efforts in the Asian countries, has identified two generic approaches to productivity improvement: socio-cultural and technoeconomic. The socio-cultural approach deals with such matters as moral values
of a society and work ethics, while the techno-economic approach deals with more enterprise-specific factors such as industrial relations, human resource development, financial analysis and in-house entrepreneurship (APO 1989; 1998). Moving a step further, management writers have identified more specific approaches to productivity improvement planning at the enterprise level. These include work simplification, mechanisation, automation, facilities improvement,
better planning and scheduling of work, more efficient use of manpower and employee participation and involvement (Armstrong 1990).

 

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Apr 12
0

The practice of social dialogue in the Readymade Garment factories in Bangladesh

By | Bangladesh, Case-study, Social dialogue

Abstract

Corporations have increasingly turned to CSR-initiatives in order to monitor workers’ rights and responsibilities in global supply chains. This article argues that in order for these CSR- initiatives to succeed in enabling workers’ voice at the workplace, the shared benefits of the practice must be realized by all stakeholders. In this article, H&M’s social dialogue project in Bangladesh has been analyzed through the lens of social practice theory identifying three crucial elements which must exist or be created, linked and sustained in order to produce behaviour change, which in this case is social dialogue between factory workers and factory management. This article argues that H&M’s social dialogue project has all the essential elements and objectives to increase workers’ voice and improve industrial relations. It also points out the importance of not viewing bipartite social dialogue as the end goal. Instead, H&M’s implementation of bipartite social dialogue at their suppliers’ factories should serve as the stepping stone toward tripartite social dialogue where trade unions can empower workers in the readymade garment-sector. The trade unions have the unique right to bargain collectively and if corporations truly want to ensure workers’ rights, they must promote increased union activity in the industry. This research describes the key activities, training methodology, objectives and expected outcomes of H&M’s social dialogue project followed by an analysis of workers employed in Bangladeshi readymade garment-sector experiences, attitudes and associations to social dialogue. By analysing workers’ associations to social dialogue and H&M’s objectives of the social dialogue project, certain conditions have been identified as crucial in order to enable efficient social dialogue at the workplace.

 

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