Betriebsräte und Betriebsvereinbarungen in der Wahrnehmung von Personalmanagern : Ergebnisse einer Korrespondenzanalyse

Dieser Beitrag will zwei Fragen beantworten; zum einen, welche Folgen Personalverantwortliche mit dem Regulierungsinstrument Betriebsvereinbarungen und seiner stärkeren Nutzung, also letztlich einer stärkeren Verbetrieblichung verbinden und zum anderen, wie die Wahrnehmung der Beziehung zwischen Betriebsrat und Personalmanagement die Bewertung von Betriebsvereinbarungen beeinflusst.

This article discusses the evaluation of workplace agreements by human resource managers and how they assess the consequences of an increased use of these agreements. A correspondence analysis is used to investigate the effects of the perceived relationship to the works council on the evaluation of workplace agreements. Data were collected in a telephone survey of 1000 human resource managers responsible for signing works agreements in a random sample of firms with more than 100 employees. The relationship to the works council is measured using a typology that combines two dimensions: power and willingness to cooperate. The results show that these variables are „more closely“ associated with the evaluation of workplace agreements than structural variables, e.g. the size of the firm. The human resource managers report the least favourable assessments of workplace agreements in firms with a works council which is more powerful and less willing to cooperate. They perceive such agreements as reducing flexibility and having fewer advantages. Nevertheless, in this situation as in others, the assessments are quite positive. In total, workplace agreements are highly valued by the majority of the human resource managers.

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