Strategic Choices in Industrial Relations Management in Large Organizations

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Abstract
The policies and practices of management have become an increasingly important subject of industrial relations research. In both the United States and the United Kingdom there is growing interest in the way in which large organizations, in particular, exercise strategic choice in the management of their industrial relations. This paper uses data drawn from a survey of the 200 largest companies in Australia to examine two areas of strategic choice: first, the role and structure of the personnel and industrial relations function, and second, the approach taken to the management of relations with employees and their representatives. The results of the study indicate that the scope of an organization's business activities and the internal operating procedures that it adopts-particularly as they relate to financial responsibility-are not unimportant in explaining the structures and conduct of industrial relations in large multidivisional companies.

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