This case study finds that disrespect by international expatriate managers towards local employees triggered long-term industrial unrest in the Indian subsidiary of the global car maker Toyota. Whilst innovative production models and their tools provide economic advantage to the company, the interaction of the application of the lean production model within the context of host country institutions often creates workplace disputation and unrest due to unilateralism and managerial hegemonies that overrides local customs and norms. The power of multinational enterprises to override or ignore institutional resistance and to inflict disrespect towards the local workforce can result in worker resistance, a lack of trust, and ongoing industrial unrest. This case study demonstrates how a lack of respect of local customs and workers grievances had long-lasting consequences in terms of the subsequent conflict and a poor industrial relations climate at the production plant in India.

Workplace bullying literature has focused mainly on actions of individual targets of mistreatment, undertaken to address the problem, and on analyses of the effectiveness of responses. Less attention has been paid to the efficacy of state regulation in establishing a climate of prevention as well as redress. We examine the role of the Dutch Working Conditions Act as a means of mitigating workplace bullying from the perspective of legislative intention, processes and outcomes. Semi-structured interviews with stakeholders involved in creating, influencing and implementing the Act are analysed thematically to highlight how contextual, employer and phenomenon-specific factors affect the effectiveness of legislation with regard to workplace bullying. The findings indicate that state involvement, organisational commitment and collective action are all important contributors in reducing workplace bullying, but that even in the context of neoliberalism, the role of the nation-state is of critical importance, notwithstanding initiatives by employers.

Non-compliance with labour standards impedes enforcement of workers’ rights in human resource supply chains. Despite governments’ efforts to improve labour standards and encourage employer-centred voluntary compliance programmes, infringements of workers’ rights are widely reported. Using a qualitative socio-legal study of Chinese seafarers’ workers’ compensation rights, we investigate whether shipping companies and their crewing agencies comply with their legal obligations following workplace injuries and fatalities. Through 74 semi-structured interviews and analysis of crew management policies from 7 shipping companies, we identify a failure of most shipowners’ internal policies to comply with legal obligations. Furthermore, multinational shipping companies use crewing agencies to evade their liabilities to injured seafarers. We propose the establishment of a joint liability mechanism between employers and labour intermediaries to fill this compliance gap that exists in global human resource supply chains.

This article brings together labour relations, sociological and political perspectives on precarious employment in Australia, identifying local contexts of insecurity and setting them within the economics of regional supply chains involving the use of migrant labour. In developing the concept of precarious work-societies, it argues that precarity is a source of individual and social vulnerability and distress, affecting family, housing and communal security. The concept of depoliticisation is used to describe the processes of displacement, whereby the social consequences of precarious work come to be seen as beyond the reach of agency. Using evidence from social attitudes surveys, we explore links between the resulting sense of political marginalisation and hostility to immigrants. Re-politicisation strategies will need to lay bare the common basis of shared experiences of insecurity and explore ways of integrating precarious workers into new community and global alliances.

Shipping is a safety critical industry where operational errors may lead to maritime accidents involving property damage, loss of lives and environmental pollution. As part of the trend towards self-regulation, the International Maritime Organisation has adopted a worldwide International Safety Management Code which made ship managers responsible for workplace health and safety. This study, based on interviews in two Chinese shipping companies, examines how ship managers use ship visits to monitor shipboard safety management. Interviews with managers from company offices and crew members indicated that managerial ship visits mainly take the form of inspections that focus on low-trust surveillance and disciplinary action rather than genuine support, being based on the safe person rather than the more effective safe place approach. From the perspective of crew members, because the managers visited ships only occasionally, they were unlikely to have sound knowledge of the specific situations and work routines on their ships. Consequently, managers’ interventions for safety compliance were seen by crew members as failing to address real risk factors, and leading instead to increased workloads, psychological pressure and fatigue, the very antithesis of safety management. Meanwhile a coherent, supportive system for reducing risk remains underdeveloped in the shipping industry.

This study explores employees’ perceptions of organisational support, commitment, job satisfaction and turnover intentions in Sri Lanka Telecom (SLT). Organisational support involves the provision of valued financial benefits along with employees’ perceptions of support from supervisors and co-workers, and procedural fairness in decision-making. We found strong evidence that high levels of organisational support lead to employee reciprocity via increased affective commitment and job satisfaction and reduced turnover intentions. We also found evidence, albeit weaker, of a positive relationship between economic exchange and continuance commitment, where employees may be dissatisfied but stay because they have too much invested in firm specific knowledge and skills. The firm provided above average compensation and benefits and with limited alternative job opportunities in the formal economy in Sri Lanka the costs of leaving the organisation are likely to have outweighed the costs of staying.

An established tenet of the literature is that the use of flexible labor leads to less innovation. Yet, less attention has been paid to the possibility that it is the decision to innovate that generates the incentive to hire on a permanent basis. The goal of this paper is to show the existence of interlocking complementarities between the firm's technological and hiring strategies. To do so, we develop a simple model where the workers’ decision to invest in human capital is affected by the type of employment contract (temporary versus permanent) and by the type of technological investments (routine versus innovative). When the firm is unable to coordinate its actions across these different domains, two equilibria simultaneously exist: in the ‘high-road’ equilibrium, firms invest more in innovative projects and hire on a permanent basis; in the ‘low-road’ equilibrium, they invest more in routine projects and hire on a temporary basis.

Job satisfaction is likely the most studied work-related attitude and isassumed to influence a variety of behaviors. This study analyzes the jobsatisfaction of agricultural employees using Herzberg's theory, which isbroadly employed in management. Fourteen horticultural businessesparticipated in case studies of labor-management practices. Fifteennonsupervisory employee interviews were analyzed regarding job satisfaction.Components of job satisfaction relevant to horticultural employees werefamily-business values, achievement, recognition, work itself, involvement,personal life, interpersonal relationships, job security, supervision,working conditions, organization, safety, compensation, and information.While support for Herzberg's theory is weak, it is useful for classifyingemployees' attitudes.

Human resource management in agriculture and associated risks are under-researched topics. To identify the sources of human resource management risks confronting dairy farms, gain insights into how dairy farmers perceive the impacts of these risks, and identify control strategies, four focus group discussions were held with dairy farm managers. Managers' perceptions served to develop a framework for the analysis of human resource management risks in agriculture and derive recommendations for reducing these risks. Results of this study have been used to tailor educational programs for farmers and suggest strategies for future research.

Historically, managers in livestock production have focused on production management; however, as operations have grown they have spent more time managing employees. Increased time spent overseeing employees brings additional risks and challenges, and, hence, a greater need for human resource management (HRM) skills. This study investigated HRM practices in pork production and analyzed their risk attributes through six focus group discussions with managers. Results were compared to existing data from four dairy focus groups and to other research. The results have been used to develop and adapt educational workshops for managers in pork production.