This article examines the transformation of Germany’s employers’ associations in the metalworking industry within the context of macrostructural changes since the 1990s. Using a power resources approach, it is argued that globalization and the weakening of unions have undermined the regulatory function of sectoral collective agreements, thus prompting employers to reassess employers’ associations as sources of associational power. This development has resulted in far-reaching transformations of such associations and a reorientation toward sectoral agreements. By examining three regional metalworking employers’ associations—BaymeVBM, SüdwestMetall and Metall.NRW—and by analyzing non-bargaining membership categories (OT membership) and the new collective bargaining guiding principle of modular sectoral agreements, it is show how Germany’s metalworking employers’ associations, despite relatively robust social partnership institutions, have left the established sectoral bargaining system in order to prioritize the interests of individual members and to strengthen their role as associational power resources for employers.
How have workplaces in Quebec's unionized private sector adapted to recent labour shortages? Based on original qualitative and quantitative data, we show that these shortages have affected collective bargaining, collective agreements, work organization, working conditions and union life. As a result, workplace actors have had to be pragmatic in adjusting their practices in response to disruptions caused by labour shortages. The originality of our research lies in its broad perspective on the consequences of labour market tension for labour relations, thus highlighting unexplored and unprecedented effects, both positive and negative on employers, workers and unions.
Labour and skill shortages are widely reported across most countries. With changing demographics, increasing digitalization and the transition to a green economy, to name but a few factors, concern is mounting about the supply of labour and skills for future demands. As a result, actors in the labour market, such as unions, employers and employer associations, government and civil society organizations are concerned about looming shortages of labour and skills. Several strategies to address such shortages have been identified, but a more detailed engagement is required to fully understand the complex interplay between each strategy and the environment in which it is pursued. Semi-structured interviews were conducted in Ireland with a range of actors who were specifically identified as having expertise and experience in strategies for labour and skill shortages. They reported a range of strategies that involved upskilling, higher pay, better working conditions, flexible work arrangements, use of migrant labour, development of untapped labour pools and provisioning of social goods. Decisions on these strategies had two key determinants: resource availability and the external environment. All actors mentioned a need for social dialogue to engage, explore and consider the wide range of options for dealing with labour and skill shortages.
