Managers et syndicats : duel ou duo ?

IF 0.4 4区 管理学 Q4 INDUSTRIAL RELATIONS & LABOR
Juliette Fronty
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Abstract

In a context of weakening social dialogue in general and the legitimacy of trade unions in particular, we propose in this article to take a fresh look at the manager/trade union pairing through a change of perspective. In the framework of an in-depth qualitative research in a French aeronautical industry, we are interested in the daily informal dialogue between middle-managers and union representatives at the shop floor level (Kochan, Katz and McKersie, 1994). This reversal allows us to develop a new perspective on the role and legitimacy of unions in an organisation. To anchor this change of perspective, we will use the concept of relational dialogue (Cunliffe and Eriksen, 2011) to go beyond the traditional approach of social dialogue and to test its effect in another way. We will then show that relational dialogue, which is based on relational quality, a processual approach to dialogue and its polyphonic dimension, enables middle managers to anticipate tensions in teams and improve their managerial decisions. However, this relational dialogue is not perceived positively by the whole organisation, especially by human resources managers, who will try to reduce its impact by implementing management tools that prevent the more informal arbitrations resulting from the dialogue between managers and unions. As part of the recent evolution of IR research, enriched by conceptual frameworks coming from organization studies, this article contributes to test the concept of relational dialogue not between the manager and his employees but with trade union officials. We were thus able to identify the organisational conditions of this dialogue, which had not yet been done. The application of the concept of relational dialogue in an industrial relations situation enriches the pluralist approach by underlining both its potential and the importance of the conditions necessary for this type of dialogue.
经理人与辛迪加:决斗还是决斗?
在社会对话普遍弱化的背景下,尤其是工会的合法性,我们在本文中建议通过改变视角来重新审视管理者/工会的配对。在对法国航空工业进行深入定性研究的框架中,我们对中层管理人员和工会代表在车间层面的日常非正式对话感兴趣(Kochan, Katz和McKersie, 1994)。这种逆转使我们对工会在组织中的作用和合法性有了新的认识。为了确定这种观点的变化,我们将使用关系对话的概念(Cunliffe和Eriksen, 2011)来超越传统的社会对话方法,并以另一种方式测试其效果。然后,我们将展示基于关系质量的关系对话,对话的过程方法及其复调维度,使中层管理人员能够预测团队中的紧张局势并改进他们的管理决策。然而,这种关系对话并没有被整个组织积极地看待,尤其是人力资源经理,他们将试图通过实施管理工具来减少其影响,这些工具可以防止经理和工会之间的对话产生更多的非正式仲裁。作为最近IR研究发展的一部分,来自组织研究的概念框架丰富了这一研究,本文有助于测试关系对话的概念,而不是经理与员工之间的关系对话,而是与工会官员之间的关系对话。因此,我们能够确定这次对话的组织条件,而这方面的工作尚未完成。在工业关系局势中应用关系对话的概念,强调了这种对话的潜力和必要条件的重要性,从而丰富了多元主义做法。
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来源期刊
Relations Industrielles-Industrial Relations
Relations Industrielles-Industrial Relations INDUSTRIAL RELATIONS & LABOR-
CiteScore
0.40
自引率
0.00%
发文量
21
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