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The way industrial conflict and worker resistance have been analyzed has undergone significant transformation over the past few decades. While researchers have observed the quantitative decline of traditional forms of employee resistance, others have highlighted the diversity and range of more informal employee behaviours. Following Peetz (2002), we show six distinct forms of worker resistance in response to three overlapping decollectivizing employer strategies. We locate the trajectory and significance of these employer strategies and subsequent forms of worker resistance in a neglected consideration of institutional and industrial context. The implications for the way worker resistance and misbehaviour is analyzed and theorized in an increasingly non-union world are discussed. The paper indicates the need to consider the importance of institutional factors in reassessing potential delineations between what are considered formal (and often collective) indicators of conflict, and those more informal instances of workplace misbehaviour.
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Labour and skill shortages are widely reported across most countries. With changing demographics, increasing digitalization and the transition to a green economy, to name but a few factors, concern is mounting about the supply of labour and skills for future demands. As a result, actors in the labour market, such as unions, employers and employer associations, government and civil society organizations are concerned about looming shortages of labour and skills. Several strategies to address such shortages have been identified, but a more detailed engagement is required to fully understand the complex interplay between each strategy and the environment in which it is pursued. Semi-structured interviews were conducted in Ireland with a range of actors who were specifically identified as having expertise and experience in strategies for labour and skill shortages. They reported a range of strategies that involved upskilling, higher pay, better working conditions, flexible work arrangements, use of migrant labour, development of untapped labour pools and provisioning of social goods. Decisions on these strategies had two key determinants: resource availability and the external environment. All actors mentioned a need for social dialogue to engage, explore and consider the wide range of options for dealing with labour and skill shortages.
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