The Dialectics of Trust and Control: About Different Concepts in Human Resource Management and Mandatory Co-determination

Walther Müller-Jentsch

doi:10.5771/0935-9915-2019-2-3-148

Inhalt
- Kapitel Ausklappen | EinklappenAutorenSeiten
- 139–142 Titelei/Inhaltsverzeichnis 139–142
- 143–147 Corporate Responsibility: In the Dilemma between Fake and Trust? Simon Fietze, Wenzel Matiaske, Roland Menges Simon Fietze, Wenzel Matiaske, Roland Menges 143–147
- 148–153 The Dialectics of Trust and Control: About Different Concepts in Human Resource Management and Mandatory Co-determination Walther Müller-Jentsch Walther Müller-Jentsch 148–153
- 154–172 Corporate Social Responsibility: A Fake Already According to the Theory of the Firm? Ute Schmiel Ute Schmiel 154–172
- 173–191 Collective Corporate Social Responsibility: The Role of Trust as an Organizing Principle Leona A. Henry, Guido Möllering Leona A. Henry, Guido Möllering 173–191
- 192–212 Shaping or Shaking Trust in Corporate Responsibility Strategies: The Role of Financialization Practices Jürgen Beyer, Simon Dabrowski, Florian Lottermoser, Konstanze Senge Jürgen Beyer, Simon Dabrowski, Florian Lottermoser, Konstanze Senge 192–212
- 213–231 Workplace Health Promotion Inspired by Corporate Social Responsibility – Interactions Within Supply Chains and Networks Grit Tanner, Eva Bamberg, Carolin Baur, Marlies Schümann Grit Tanner, Eva Bamberg, Carolin Baur, Marlies Schümann 213–231
- 232–267 Corporate Social Responsibility in SMEs: Implications on Competitive Performance Maria Uzhegova, Lasse Torkkeli, Sami Saarenketo Maria Uzhegova, Lasse Torkkeli, Sami Saarenketo 232–267
- 268–311 Corporate Social Responsibility in the Dock. How Persuasive Strategies Support Verbal Accounts in the Event of Loss of Trust Thomas Hermann Thomas Hermann 268–311
- 312–330 Consumer Responsibility and the Transformation Process of the Electricity Market: Insights From Behavioral Decision Research Fabian Grabicki, Roland Menges Fabian Grabicki, Roland Menges 312–330
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mrev management revue , Seite 148 - 153

The Dialectics of Trust and Control: About Different Concepts in Human Resource Management and Mandatory Co-determination

Autoren

Walther Müller-Jentsch

DOI
- doi.org/10.5771/0935-9915-2019-2-3-148
- ISSN print: 0935-9915
- ISSN online: 1861-9908
Abstract

The paper elaborates the differences of two functional equivalent institutions which give labour a voice in production processes. HRM is primarily understood as a sophisticated method of personnel management which usually includes schemes of direct participation by employees, particularly through teamwork. At first sight HRM and mandatory participation seem functionally equivalent. Both give employees a voice in firms’ decision making - the works council a collective voice, HRM an individual voice. Both are devices for conflict resolution and for labour-management cooperation. Works councils are more focussed on conflict resolution, while HRM focuses more on cooperation. Both devices base on trust relations with the employees. The trust provided by HRM depends on a self-binding strategy by management whereas works councils are democratic institutions which function as trust agencies controlled by the vote of their electorate.
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