the information and consultation directive
DESCRIPTION
The Information and Consultation Directive. Facilitating Change Through Employee Voice Deirdre Morgan & Tony Dundon Dept. of Management, NUI,Galway. Outline. Key reference points for the research Research evidence – survey & case studies Research evidence – case studies - PowerPoint PPT PresentationTRANSCRIPT
The Information and Consultation Directive
Facilitating Change Through Employee Voice
Deirdre Morgan & Tony DundonDept. of Management, NUI,Galway
March 2003 Department of Management
Outline
Key reference points for the research Research evidence – survey & case
studies Research evidence – case studies The perceived barriers Key issues for moving forward
March 2003 Department of Management
Reference points for the research (A) The theory:
- Change is the only constant
- ‘Hard’ and ‘soft’ approaches- The problem of definition- The business case for I&C- The workplace democracy
case
March 2003 Department of Management
Reference points for the research (B)
The Directive:- Establishment or undertaking?
- Definitions- Framework (Timing, scope, method etc.)- Representatives- “exchange of views and establishment of dialogue ”
March 2003 Department of Management
The Reality of the 20/50 Threshold 20 68% of workers and 3.4% of
companies covered
50 47% of workers and 2.3% of companies covered
(EU Report, 1997, courtesy of P. Flynn)
March 2003 Department of Management
Definitions ‘Information’ is the transmission, by the
employer to the employees’ representatives, of data in order to enable them to acquaint themselves with the subject- matter and to examine it.
‘Consultation’ means the exchange of views and establishment of dialogue between the employees’ representatives and the employer.
March 2003 Department of Management
Framework and ScopeFramework or model?Scope Recent & probable developments in
activities & economics Situation, structure & probable
development of employment Substantial changes to work
organisation or contractual relations
March 2003 Department of Management
Existing Irish Provisions Transnational Information &
Consultation Act (EWC) 1996 Worker Participation Acts 1977/88 Other pieces of employments law
eg. Safety, Health & Welfare Act, 1989, Protection of Employment Act, 1977 etc.
March 2003 Department of Management
Employee Voice: Some descriptive indicators
Trade Union Recognition
NUI,G2002
UCD1996/7
C/UL1995
39% 51% 80%
N 224 N 388 N 205
March 2003 Department of Management
Employee Voice: Some descriptive indicators
Employee Voice Mechanisms: % usedNUI,G2002
UCD1996/ 7
C/ UL1995
Team Briefings 88 n/a 77Team Working 64 71 n/aJCC/WC 39 13 25Attitude Surveys 36 n/a 40S/ Schemes 34 n/a 49EWC 24 n/a n/aQuality Circles 13 15 28
N = 195-224 450 146-199
March 2003 Department of Management
Employee Voice: Some descriptive indicators
Range of activities considered by JCC/ WC:% and (rank order)
NUI,G: 2002
Health & Safety 78 (1)Training 58 (2)Quality 54 (3)Financial/Budgetary Info 45 (4)Flexibility 44 (5)Redundnacy/Manpower 38 (6)Salary/Pay 28 (7)Equal Opportunities 24 (8)
March 2003 Department of Management
Employee Voice: Some descriptive indicators
Utility of voice mechanism for the management of change (% according to usage)
90%82%
71%67%
59%58%
48%
31%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
NUI, G, 2002
Teambriefings
Direct to Individual Employee
Attitude Surveys
Suggestion Schemes
Quality Circles
Collective bargaining/ Unionrecognition
JCC/WC
EWC
March 2003 Department of Management
Messages from case studies:Building the support structure
Range of pillars
Breadth of pillars
Balance of pillars
Purpose of pillars
voice
March 2003 Department of Management
A Case of ‘Good’ PracticeIn this organisation commitment to informing and consulting employees comes from the top. They employ multiple mechanisms for both purposes. Material is presented in good time and is broad and deep in scope. Both direct and representative mechanisms are used. Decisions can and do change as a result.
March 2003 Department of Management
The Context Large MNC, financial services Voice ‘champion’ at the top Biannual strategy roll-out Partnership forum Active EWC Focus groups (improvement) Team meetings: published action
plans Suggestions schemes (rewarded)
voice
March 2003 Department of Management
I believe you can never have too much communication. It’s the key to effective change management.
Communications Manager
We don’t think in terms of ‘blocking’ anymore. The focus is much more constructive. It’s now about questioning or correcting.
Union Representative
March 2003 Department of Management
I think they do value staff and in that sense they know that if there isn’t a certain amount of satisfaction among staff you’re not going to get the return and at the end of the day everyone contributes towards achieving the objectives.
Employee
March 2003 Department of Management
A Case of ‘Poor’ PracticeThere is no ‘real’ commitment to informing and consulting employees. The organisation pays ‘lip service’ by having mechanisms in place that are not active. Employee representatives are marginalised. The preference is for direct mechanisms to be used for informing (at short notice). Decisions should not and do not change.
March 2003 Department of Management
The Context
Large MNC, distribution 95% union density Weekly team meeting (scripted)? Annual review (scripted) ? Performance appraisal ? Employee survey Electronic notice-board ? Union-management meetings ?
voice
March 2003 Department of Management
For the meetings we conduct there is a document that is the brief that has to be read out in full.
Manager
Outside of the employee survey, we don’t have an input. Management will do whatever they want regardless of what we say.
Employee
I’m twelve years here and I’ve had one appraisal and others are much the same. There is a system but it is not being implemented.
Union Representative
March 2003 Department of Management
Summary of key findings from the case study research
Promoting voice as a business issue Interpreting the ‘employment’ agenda The importance of context (size, structure
and informality) ‘Appropriateness’ of voice to employees and
general managers Supporting line managers in implementing
change through I&C Working with unions to develop voice Consultation is not communication!