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This paper aims to evaluate the suggestion that the antecedents of union commitment and participation may differ between foreign-invested enterprises (FIEs) and state-owned enterprises (SOEs) in China based on the view that SOE unions will focus more strongly on the traditional dual role, emphasising on managerial functions and employee welfare.

The paper is based on employee surveys in two enterprises in Shanghai, one FIE and one SOE. Employee attitudes towards the union and enterprise were measured using a self-completion questionnaire, and data were analysed using structural equation modelling.

Findings suggest that pro-union attitudes were more salient in the FIE context. In contrast, SOE workers’ allegiance to the union appeared to be a less reflection of pro-union attitudes and was more narrowly instrumental.

The findings suggest that FIEs workers’ union allegiances are more likely to reflect a pro-union orientation, with SOE workers more likely to see their union allegiances in narrowly instrumental terms. In FIEs, with a profit-oriented and privately managed enterprise, union allegiances may be closer to those of Western market economies, whilst in SOEs, the “dual role” model persists, with unions a service provider rather than an independent employee representative.

The findings in this paper provide an initial test of the potential differences in the antecedents of union commitment and participation across FIEs and SOEs. Future research is needed to build on these findings, in particular, adopting multi-enterprise study designs across different enterprise types.

This article has been withdrawn as it was published elsewhere and accidentally duplicated. The original article can be seen here: 10.1108/01425459110002349. When citing the article, please cite: Adrian Wilkinson, Peter Allen, Ed Snape, (1991) “TQM and the Management of Labour”, Employee Relations, Vol. 13 Iss: 1, pp. 24 - 31.

This article has been withdrawn as it was published elsewhere and accidentally duplicated. The original article can be seen here: 10.1108/01425459110002349. When citing the article, please cite: Adrian Wilkinson, Peter Allen, Ed Snape, (1991) “TQM and the Management of Labour”, Employee Relations, Vol. 13 Iss: 1, pp. 24 - 31.

Performance appraisal is a longstanding, widespread and well‐developed practice in industry. Suggests that it possesses considerable potential to facilitate effective human resource management. Also argues, however, that it is often not given the attention it deserves and is flawed in practice. Traces the origins and development of performance appraisal, reviews why and how organizations use it, and concludes by examining who conducts staff appraisal.

Employers and government are becoming increasingly concerned at the shortage of trained manpower. In some sectors, employers are reacting to this problem by “poaching” skilled staff, using “headhunters” and attractive remuneration packages to entice individuals to quit their current employment. In the face of this, some employers have argued that their incentive to provide and finance training is being reduced, since staff turnover denies them a return on their training investment. To the extent that this is true, such developments threaten to undermine any attempt to increase the level of training in the UK.

Total Quality Management (TQM) looks like being one of the management fashions of the 1990s. In this respect the academic and prescriptive literature on TQM is reviewed. The factors which have encouraged organisations to introduce TQM are discussed and some of the implications for the management of labour outlined. It is suggested that TQM is consistent with a move towards human resource management.

Examines the implications of total quality management for the management of people. The implementation of TQM requires the development of a high commitment employee relations strategy and involves an attempt to build a culture of continuous improvement among employees. Argues that employee relations strategies have a key role to play in the success of TQM initiatives. Cautions against underestimating the difficulties faced in winning commitment. Emphasizes that the successful implementation of TQM is likely to require far‐reaching changes, not only in employee relations policies, but also in management style and work organization.

The issue of union recruitment strategies remains complex and contentious in the present harsh politico‐economic climate. Any assessment of recruitment potential is linked to some view of the condition of the trade union movement and the attractiveness of its policies and methods to those outside its ranks whom it seeks to recruit. Within this context, arguments have raged over three core themes: the extent to which unions should be biased towards offering services to members, or act as ‘militant’ wage bargainers; the relative efficacy of competitive campaigning for membership compared to a more centralised and regulated system; and the degree to which the broader politico‐economic environment influences the ability of unions to increase aggregate membership through interventionist policies.

Examines the factors which underpin the success of total quality management (TQM) initiatives. Uses data drawn from an in‐ depth, longitudinal case study of British Steel Teesside Works. Provides information on the background to the case study and an overview of the historical development of TQM. Evaluates TQM’s contribution to organizational success against five main criteria: health and safety; environment; efficiency; supplier management; and changing organizational culture and employee attitudes. Concludes by discussing the key factors in the sustaining of TQM in the case organization.