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Evaluating the Variations in Employment Relations Across Developing! Economies: A Degrees of Informalisation Approach

Slums, Verso, London. De Soto, H. (1989), The Other Path, Harper and Row, London. De Soto, H. (2001), The Mystery of Capital: why capitalism triumphs in the West and fails everywhere else, Black Swan, London. Dibben, P. and Williams, C.C. (2012), “Varieties of capitalism and employment relations: informally dominated market economies”, Industrial Relations: a Review of Economy and Society, Vol. 51 No. S1, pp. 563-82. Eurofound (2013), Tackling Undeclared Work in 27 European Union Member States and Norway

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Whistle-blowing and the employment relations implications of the ‘Protected Disclosures Act 2014’ in the Republic of Ireland

. The latter objective engages in recent employment regulatory and public policy debates concerning whistle-blowing rights in Ireland. The data is only exploratory about the views of the key employment relations actors who were involved in shaping the content of the Act. Combined with some documentary content analysis, the article makes a contribution to knowledge concerning whistle-blowing employee protections and regulatory theory in Ireland. The article is structured as follows. Next, a brief explanation of the key regulatory features of the 2014 Act is provided

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Social Innovations in Companies and in Social Economy Enterprises

Abstract

This paper compares the way of perceiving and implementing social innovations in companies and social enterprises in Poland with those in Europe. Special attention is paid to internal social innovations, so-called workplace innovations (WPI), and the reasons and outcomes of their introduction in companies, both in Poland and in other European countries. Moreover, the paper investigates the relationship between the need for internal social innovations and positive employment relations in analyzed entities.

The research findings prove that introducing innovations, including social innovations, is mainly driven by the need to improve a company’s performance. Among social innovations which both companies and social enterprises value is investment into improving employees’ work conditions. Moreover, for more than half of Polish companies and social enterprises the need for innovations is related to creating development opportunities, higher work flexibility, better social and life conditions of employees, as well as supporting employee’s reconciliation between work and family life. These reasons for introducing social innovations were also noted by both managers and employees in other European companies.

The paper also shows the links between issues of internal social innovations and positive employment relationships. The presented research findings prove that positive relationships among employees are significantly and positively correlated with a broad approach to the need for introducing social innovations. Moreover, the paper points out that positive employment relations are perceived as an important outcome of workplace innovation practices in European companies.

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Macroeconomic conditions of pay in Polish economy in 1990-2007

Macroeconomic conditions of pay in Polish economy in 1990-2007

Remuneration is a crucial element of economic processes. What it means is that the processes of production, distribution, exchange and consumption are not possible without a well planned pay strategy.

There are many factors which influence salaries. The aim of this survey is to present salary stimulants of macroeconomic character. Those include GDP, inflation rate, unemployment rate, cost of work, protective package (unemployment benefit), efficiency, legislation protecting employees' rights and legislation regulating employment relations. Each of these macroeconomic issues determine the level of salaries to a different extent. While analysing relations between those stimulants we should not jump to wrong conclusions explaining salary levels.

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Evaluating the Impact of the Informal Economy on Businesses in South East Europe: Some Lessons from the 2009 World Bank Enterprise Survey

Evaluating the Impact of the Informal Economy on Businesses in South East Europe: Some Lessons from the 2009 World Bank Enterprise Survey

The aim of this paper is to evaluate the variable impacts of the informal economy on businesses and employment relations in South East Europe. Evidence is reported from the 2009 World Bank Enterprise Survey which interviewed 4,720 businesses located in South East Europe. The finding is not only that a large informal sector reduces wage levels but also that there are significant spatial variations in the adverse impacts of the informal economy across this European region. Small, rural and domestic businesses producing for the home market and the transport, construction, garment and wholesale sectors are most likely to be adversely affected by the informal economy. The paper concludes by calling for similar research in other global regions and for a more targeted approach towards tackling the informal economy.

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People as a Key Resource of Company Performance

References 1. ARMSTRONG, M. 1994/2006. Handbook of Performance Management: an evidencebased guide to delivering high performance- 4th edition. Kogan page Limited: ISBN 978 0 7494 5392 3 2. CASCIO, W.F. 2006. Handbook of research in international human resources management. 3. CAGNE, K. 2002. Using Performance Management to Support an Organization´s Strategic Business Plan . Employment Relations Today. 4. HOPKINS, B. 2009. Cultural Differences and Improving Performance- How Values and

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Criminal Prosecution (Punishment), a Cause for Terminating Employment Relationships in the Civil Service, under Albanian Legislation

Abstract

The regulation of legal relations in the civil service has undergone a radical reform in recent years. Legislative acts regulating the working relationships of civil servants and strict rules regarding the purity and integrity of the civil servant figure have been adopted, the lack of which results in the interruption of relations in the civil service. In 2015, the law on the integrity of persons elected, appointed or exercising public functions entered into force, the purpose of which is to guarantee public confidence in the functioning of the institutions, by preventing the election or appointment, or leaving the public function of such persons who have been convicted or to whom security measures have been taken or have been convicted by a non-final decision for committing crimes under this law. Based on the provisions of this law and the provisions of the law on the status of a civil servant, when public institutions find that a person is convicted, or to whom a security measure is taken, decides to terminate relations in the civil service. This paper will analyze the cases of termination of employment relations in the civil service due to criminal punishment, the types of criminal punishment which constitute a cause for dismissal, the application of conditions and criteria and the way public institutions interpret the legal acts in force, with the aim of addressing the problems of law enforcement in practice and giving concrete recommendations on issues to be ascertained.

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Towards a Managerial Public Service Bargain: The Estonian Civil Service Reform

Abstract

The aim of this article is to explore and explain the 2012 civil service reform in Estonia. The study builds on the concept of public service bargain, which facilitates the operationalization of changes in the civil service system. Although public service bargain has attracted a lot of interest of public administration scholars, it has not been previously applied in the civil service research in Central and Eastern Europe. The theoretical part synthesizes previous literature on typologies of public service bargain, thus elaborating an analytical framework for the empirical study. The empirical study addresses the following research question: did the civil service reform change the public service bargain in Estonia and if so, how ? The empirical research was carried out by relying on desk research, secondary literature on Estonian administrative reforms and participant observation. The study builds partly on the materials collected for the EUPACK case study on Estonia. The analysis shows that the civil service reform brought along changes in all three components of public service bargain: reward, competency and loyalty, although the agency-type bargain was retained. The shift towards the managerial public service bargain is evidenced in the greater emphasis on flexibility in employment relations, the use of fixed-term contracts, increased private-sector-style practices at all levels of the civil service, an emphasis on performance management, and the reduction of job security. Despite the widespread criticism of NPM, the Estonian civil service reform presents a “textbook case” of managerial NPM-oriented reform. It is argued that substantially diminished rewards may contribute to a vicious circle of temporary civil servants, including problems with recruiting new officials and a further increase in their turnover, ultimately leading to a “temporary state”. The loyalty of civil servants may in turn shift towards instrumental, short-term and easily influenced or changing loyalty, thus challenging the fundamental values of democratic governance.

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Organisational Theatre In The ESP Classroom: A Romanian Account

, A guide to drama‐based training . In Employment Relations Today , vol.25(4), pp.73-81, 1998. [7] http://www.nvmanagement.co.uk/ [8] http://www.fundatia.ro/proiectul-pilot-teatru-forum [9] http://artfusion.ro/index.php/ro/proiecte/incheiate/536-coala-de-teatru-forum-genera-539-ia-2-0/ [10] Șengün, Yasemin, Iskenderoğlu, Tuba, A review of creative drama studies in math education: aim, data collection, data analyses, sample and conclusions of studies . In Procedia Social and Behavioral Sciences , no. 9, pp. 1214–1219, 2010, available on

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Is there Something as an Ex-Yugoslavian HRM Model? – Sticking to the Socialist Heritage or Converging With Neoliberal Practices

. Human Resource Management Review , 21 (1), 27-36. https://doi.org/10.1016/j.hrmr.2010.09.009 Gooderham, P., Morley, M., Brewster, C., & Mayrhofer, W. (2004). Human resource management: a universal concept?. In C. Brewster, W. Mayrhofer, & M. Morley (Eds.), Human Resource Management in Europe: Evidence of Convergence? . Amsterdam: Elsevier, 3-26. Guest, D. E., & Conway, N. (1999). Peering into the Black Hole: The Downside of the New Employment Relations in the UK. British Journal of Industrial Relations , 37 (3), 367-389. https://doi.org/10

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