2026-04-13T13:24:52Zhttps://recercat.cat/oai/request

oai:recercat.cat:2445/1228822025-11-20T14:28:13Zcom_2072_1057col_2072_478811col_2072_478917

00925njm 22002777a 4500 dc Romero Pender, Erica author Elgoibar, Patricia author Munduate Jaca, Lourdes author García Jurado, Ana Belén author Euwema, Martin author 2018-06-11T07:06:50Z 2018-06-11T07:06:50Z 2018-06 2018-06-11T07:06:51Z The model of social dialogue in organisations between management and employees is facing unprecedented challenges, and changing rapidly. In this new context of labour relations, experiences and expectations of each other are key drivers for the primary parties within this social dialogue. There has been little systematic research investigating the conditions for constructive social dialogue, particularly when it comes to 'soft factors', such as perceived competences, trust, influence and conflict behaviours. Addressing these issues based on theories of conflict, trust and influence, this article investigates the experiences and expectations of employee representatives (ERs) by human resource (HR) managers, their counterparts in social dialogue. The results of surveys conducted in 11 European countries indicate that, overall, employers found a model of structured dialogue with elected employee representatives useful. Furthermore, competences of ERs, cooperative conflict behaviours, informal relations and trust promoted the influence of ERs on organisational decision making and the quality of these decisions. We discuss implications for different systems of industrial relations. Recursos humans Diàleg Gestió de conflictes Human capital Dialogue Conflict management Improving social dialogue: What employers expect from employee representatives