Abstract
The business and labor environment of the 1980s and early 1990s has surfaced issues which have made traditional approaches to labor relations less effective. A slowing economy, increased domestic and offshore competition and the changing demographics of organized labor are resulting in cooperative and creative approaches to restructuring organizations, redesigning jobs, compensating hourly employees and providing job security. The responses of unions and management to this environment (downsizing, restructuring, job security, working conditions, etc.) impact the design of jobs and the corresponding skill and knowledge requirements for hourly workers.
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Blanchard, P.N. (1991). Hourly Training Needs: The Bottom Line Reaches the Leading Edge. In: Niehaus, R.J., Price, K.F. (eds) Bottom Line Results from Strategic Human Resource Planning. Springer, Boston, MA. https://doi.org/10.1007/978-1-4757-9539-4_14
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DOI: https://doi.org/10.1007/978-1-4757-9539-4_14
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