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What are the drivers of collective bargaining to achieve gender equality in companies? Although much research has been done on this question, answers tend to focus exclusively on the institutional perspective and to neglect the social and power relations at work. We address this deficiency in this article taking a micro-political perspective. We trace the trajectory of a bargained gender equality policy in a French company over 14 years and examine how management and unions contribute to the process. Our results show that the construction of a coalition between management and unions around gender equality, as well as the form taken by the bargained policy, are closely linked to the capabilities that these actors possess and mobilise. This study contributes to the understanding of gender equality bargaining and, more generally, to the micro-politics of collective bargaining. In doing so, it aims to connect organisation studies and industrial relations.

In combining the micropolitics approach in international management, the industrial relations literature and business ethics, this article conceptualizes global framework agreements as an alliance between central CSR managers of transnational corporations and central actors within trade unions to monitor subsidiaries in the implementation of CSR policies. The empirical investigation, based on the qualitative analysis of ten French multinational companies, confirms the relevance of such a conceptualization. It particularly shows that central CSR managers hope mobilizing the union network to increase their capacity to supervise subsidiaries. Over there, it helps understanding concrete mechanisms adopted to implement global framework agreements since, in some of the studied cases, the managerial and union channels are coordinated precisely to strengthen this capacity. It, then, highlights the procedural nature of policies regarding global framework agreements. Overall, this paper examines the conditions necessary for mobilization of the union network and suggests avenues for future research.

Voluntary redundancies are one of the methods used by \"Job Saving Plans\", which has been increasingly resorted to in recent years. Although it is presented as a substitute for the length-of-service rule in the Anglo-Saxon context, or for selection based on criteria in the European context, it does not remove traditional issues in this area. Depending on whether those who draw up the measure emphasize protecting skills or protecting against the risk of unemployment, different control measures are used. After examining the various risks underlying the methods of selecting employees who are made redundant, this contribution proposes to isolate these control measures and reveal the tensions involved. [PUB ABSTRACT]

À l’occasion de l’étude monographique d’une restructuration chez un sous-traitant automobile, cet article se propose de questionner les fondements d’une conduite transparente du processus de négociation. L’analyse montre que la décision de l’employeur de partager l’information avec les représentants du personnel trouve son origine dans la compatibilité des rationalités en présence. L’article conclut sur une discussion des implications pratiques et théoriques.

À l'occasion de l'étude monographique d'une restructuration chez un sous-traitant automobile, cet article se propose de questionner les fondements d'une conduite transparente du processus de négociation. L'analyse montre que la décision de l'employeur de partager l'information avec les représentants du personnel trouve son origine dans la compatibilité des rationalités en présence. L'article conclut sur une discussion des implications pratiques et théoriques. Through the study of a downsizing occurred in an automotive supplier, this article aims to question the sources of transparency during negotiation process. The analysis shows that the managerial decision to share a transparent information with employees’ representative systems from the compatibility of rationalities involved. The article concludes with a discussion of practical and theoretical implications.

// ABSTRACT IN FRENCH: à l'occasion de l'étude monographique d'une restructuration chez un sous-traitant automobile, cet article se propose de questionner les fondements d'une conduite transparente du processus de négociation. L'analyse montre que la décision de l'employeur de partager l'information avec les représentants du personnel trouve son origine dans la compatibilité des rationalités en présence. L'article conclut sur une discussion des implications pratiques et théoriques. Reproduced by permission of Bibliothèque de Sciences Po

Beyond the debates surrounding the concept of \"employability\" and the question of how to divide responsibilities between workers and employers, an emerging literature discusses the effect of self-perceived employability on worker behaviour with respect to trade unions. Based on Hirschman's seminal Exit-Voice-Loyalty model, the present paper aims at contributing to a subject which remains empirically underexplored. Existing research offers no decisive results about the relation between employability and voice behaviours, and it remains unclear about the effects of employability enhancement practices on union constituencies. In this paper, we propose to go deeper into the examination of this set of relations by introducing a distinction between internal and external employability, and between direct voice and representative, union-mediated voice. To test our hypotheses, we collected data from a survey administered in a French retail bank in 2011. Our findings show that internal employability would favour direct expression to management, with external employability associated with no specific voice behaviour, except when the industrial relation climate is cooperative.