Table of contents

Comprises 16 chapters subsumed under four major subject areas: unions, collective bargaining and dispute resolution; human resources management; labour market research; and the regulation of labour- management relations

This set is designed to capture both the complexity of the field of industrial relations globally, as well as bringing out the continuing relevance of competing theoretical approaches to the subject.

Moral philosophy, business ethics, and the employment relationship / John W. Budd and James G. Scoville -- The social welfare objectives and ethical principles of industrial relations / Bruce E. Kaufman -- Kantian ethical thought / Norman E. Bowie -- Non-western ethical frameworks: implications for human resources and industrial relations / James G. Scoville, John J. Lawler, and Xiang Yi -- Globalization and business ethics in employment relations / Hoyt N. Wheeler -- The technological assault on ethics in the modern workplace / Richard S. Rosenberg -- The ethics of human resource management / Elizabeth D. Scott -- Ethical challenges in labor relations / John T. Delaney -- Ethical practice in a corporation: the Allina case / Jonathan E. Booth, Ronald S. Heinz, and Michael W. Howe -- Ethical practice in a labor union: the UAW case / Linda Ewing -- The critical failure of workplace ethics / Gordon Lafer.

The conventional picture of industry and industrial relations in Japan is of a number of very large firms providing extremely attractive working conditions for their happy and contented workforce. Norma Chalmers shows that there is in fact another, very different side to the picture, which occurs in the the peripheral sector. Here, conditions are often poor, wages very low and continuity of employment virtually non-existent. There are many small firms where the effectiveness of worker organisation and bargaining declines as the firm's size and proximity to the industrial centre decrease. Moreover, as Chalmers shows, the peripheral sector is very large, and the conventional picture of the model workforce should probably be confined to a few flagship companies. The book argues that the model nature of the large firms may stem in part from the fact that they are able to off-load problems onto smaller firms who produce the components necessary for the large firm sector at disadvantageous subcontract terms.

Written by experts in the field, this well-established book covers the core fundamentals of HRM and examines contemporary issues such as work-place bullying, flexibility and emotion at work.