33
Tous droits réservés © Département des relations industrielles de l'Université Laval, 1984 This document is protected by copyright law. Use of the services of Érudit (including reproduction) is subject to its terms and conditions, which can be viewed online. https://apropos.erudit.org/en/users/policy-on-use/ This article is disseminated and preserved by Érudit. Érudit is a non-profit inter-university consortium of the Université de Montréal, Université Laval, and the Université du Québec à Montréal. Its mission is to promote and disseminate research. https://www.erudit.org/en/ Document generated on 05/01/2020 10:34 p.m. Relations industrielles L'approche systémique en relations industrielles Viateur Larouche and Esther Déom Volume 39, Number 1, 1984 URI: https://id.erudit.org/iderudit/050006ar DOI: https://doi.org/10.7202/050006ar See table of contents Publisher(s) Département des relations industrielles de l'Université Laval ISSN 0034-379X (print) 1703-8138 (digital) Explore this journal Cite this article Larouche, V. & Déom, E. (1984). L'approche systémique en relations industrielles. Relations industrielles / Industrial Relations, 39 (1), 114–145. https://doi.org/10.7202/050006ar Article abstract This article considers the concept of an industrial relations System. First, the Systems approach is described and its implications for the field of industrial relations are discussed. The treatment of each element of the Systems approach, by different authors, is examined. Second, an attempt is made to apply these elements to industrial relations and to present a more complète view of this field of study. The Systems concept, which originated in the natural sciences, rapidly became a key concept in many disciplines. In some respects, the Systems approach's appeal is due to its inherent notions of order and logic. The elements of the concept are: definition of the system; description of its parts; relations among the parts; the operational dimension of the System; its static-dynamic dimension; its closed-openedimension; validity. A system may be defined as a complex set of interrelated variables. Functionally speaking, these variables are commonly identified as dependent, independent and intervening variables. The dependent variable is the heart of the system. It is what we seek to explain through the independent variables. Intervening variables are those which affect relationships between dependent and independent variables. The operational dimensionrefers to the distinction between operational and conceptual Systems, as well as to the system's validity,defined as its capability to reflect reality adequately. The openness of a system may be defined as the continuous exchange between the system and its environment. This flow of exchanges is essential to the system's viability. This dimension also refers to the existence of levels of Systems. Finally, the system's dynamism refers to its capability to adapt to potential changes. Table I summarizes the ideas developed by several authors regarding these characteristics of the Systems approach. Analysis of the Systems concept as it is currently used by authors in the Industrial Relations (I.R.) field reveals considerable neglect of the various characterictics of the Systems approach. (An analytical list of authors is available on request.) Despite this neglect and the lack of a common definition of the dependent variable for the industrial relations system, we can nevertheless arrive at a tentative characterization of an I.R. system. It appears to be concerned with the process of rules creation and particularly with collective bargaining, although a few authors consider «manpower» as a more adequate dependent variable. With respect to the other characteristics of the Systems approach, an I.R. system appears to be dynamic (changes may occur in the relationships between variables and variables themselves may change), open (there are levels of Systems) and allowing causal relationships. Finally, its validity rests upon the capability to reflect the real world and make predictions. The authors offer a model of an I.R. system that takes into account the main dimensions of the Systems approach. Their proposai is illustrated in Diagram I: manpower, the dependent variable, is defined differently for each level considered, namely the micro level (worker), the group level (salaried employees, all the workers of an organization) and the macro or societal level (manpower). The diagram also reflects the characterization of an I.R. System as open, dynamic and allowing for causal relationships. The precision of measure of the relationships is a measure of the conceptual model's validity. The authors offer only a rough sketch of an. I.R. System that needs to be improved by both practitioners and theoreticians. Hopefully, this will allow Industrial Relations to become a discipline in its own right, rather than a fïeld of investigations for researchers in various other disciplines.

L'approche systémique en relations industrielles · Finally, the system's dynamism refers to its capability to adapt to potential changes. Table I summarizes the ideas developed

  • Upload
    others

  • View
    2

  • Download
    0

Embed Size (px)

Citation preview

Page 1: L'approche systémique en relations industrielles · Finally, the system's dynamism refers to its capability to adapt to potential changes. Table I summarizes the ideas developed

Tous droits réservés © Département des relations industrielles de l'UniversitéLaval, 1984

This document is protected by copyright law. Use of the services of Érudit(including reproduction) is subject to its terms and conditions, which can beviewed online.https://apropos.erudit.org/en/users/policy-on-use/

This article is disseminated and preserved by Érudit.Érudit is a non-profit inter-university consortium of the Université de Montréal,Université Laval, and the Université du Québec à Montréal. Its mission is topromote and disseminate research.https://www.erudit.org/en/

Document generated on 05/01/2020 10:34 p.m.

Relations industrielles

L'approche systémique en relations industriellesViateur Larouche and Esther Déom

Volume 39, Number 1, 1984

URI: https://id.erudit.org/iderudit/050006arDOI: https://doi.org/10.7202/050006ar

See table of contents

Publisher(s)Département des relations industrielles de l'Université Laval

ISSN0034-379X (print)1703-8138 (digital)

Explore this journal

Cite this articleLarouche, V. & Déom, E. (1984). L'approche systémique en relationsindustrielles. Relations industrielles / Industrial Relations, 39 (1), 114–145.https://doi.org/10.7202/050006ar

Article abstractThis article considers the concept of an industrial relations System. First, the Systemsapproach is described and its implications for the field of industrial relations are discussed.The treatment of each element of the Systems approach, by different authors, is examined.Second, an attempt is made to apply these elements to industrial relations and to present amore complète view of this field of study. The Systems concept, which originated in thenatural sciences, rapidly became a key concept in many disciplines. In some respects, theSystems approach's appeal is due to its inherent notions of order and logic. The elements ofthe concept are: definition of the system; description of its parts; relations among the parts;the operational dimension of the System; its static-dynamic dimension; itsclosed-openedimension; validity. A system may be defined as a complex set of interrelatedvariables. Functionally speaking, these variables are commonly identified as dependent,independent and intervening variables. The dependent variable is the heart of the system. Itis what we seek to explain through the independent variables. Intervening variables arethose which affect relationships between dependent and independent variables. Theoperational dimensionrefers to the distinction between operational and conceptual Systems,as well as to the system's validity,defined as its capability to reflect reality adequately. Theopenness of a system may be defined as the continuous exchange between the system andits environment. This flow of exchanges is essential to the system's viability. This dimensionalso refers to the existence of levels of Systems. Finally, the system's dynamism refers to itscapability to adapt to potential changes. Table I summarizes the ideas developed by severalauthors regarding these characteristics of the Systems approach. Analysis of the Systemsconcept as it is currently used by authors in the Industrial Relations (I.R.) field revealsconsiderable neglect of the various characterictics of the Systems approach. (An analyticallist of authors is available on request.) Despite this neglect and the lack of a commondefinition of the dependent variable for the industrial relations system, we can neverthelessarrive at a tentative characterization of an I.R. system. It appears to be concerned with theprocess of rules creation and particularly with collective bargaining, although a few authorsconsider «manpower» as a more adequate dependent variable. With respect to the othercharacteristics of the Systems approach, an I.R. system appears to be dynamic (changes mayoccur in the relationships between variables and variables themselves may change), open(there are levels of Systems) and allowing causal relationships. Finally, its validity restsupon the capability to reflect the real world and make predictions. The authors offer amodel of an I.R. system that takes into account the main dimensions of the Systemsapproach. Their proposai is illustrated in Diagram I: manpower, the dependent variable, isdefined differently for each level considered, namely the micro level (worker), the grouplevel (salaried employees, all the workers of an organization) and the macro or societal level(manpower). The diagram also reflects the characterization of an I.R. System as open,dynamic and allowing for causal relationships. The precision of measure of therelationships is a measure of the conceptual model's validity. The authors offer only a roughsketch of an. I.R. System that needs to be improved by both practitioners and theoreticians.Hopefully, this will allow Industrial Relations to become a discipline in its own right, ratherthan a fïeld of investigations for researchers in various other disciplines.

Page 2: L'approche systémique en relations industrielles · Finally, the system's dynamism refers to its capability to adapt to potential changes. Table I summarizes the ideas developed
Page 3: L'approche systémique en relations industrielles · Finally, the system's dynamism refers to its capability to adapt to potential changes. Table I summarizes the ideas developed
Page 4: L'approche systémique en relations industrielles · Finally, the system's dynamism refers to its capability to adapt to potential changes. Table I summarizes the ideas developed
Page 5: L'approche systémique en relations industrielles · Finally, the system's dynamism refers to its capability to adapt to potential changes. Table I summarizes the ideas developed
Page 6: L'approche systémique en relations industrielles · Finally, the system's dynamism refers to its capability to adapt to potential changes. Table I summarizes the ideas developed
Page 7: L'approche systémique en relations industrielles · Finally, the system's dynamism refers to its capability to adapt to potential changes. Table I summarizes the ideas developed
Page 8: L'approche systémique en relations industrielles · Finally, the system's dynamism refers to its capability to adapt to potential changes. Table I summarizes the ideas developed
Page 9: L'approche systémique en relations industrielles · Finally, the system's dynamism refers to its capability to adapt to potential changes. Table I summarizes the ideas developed
Page 10: L'approche systémique en relations industrielles · Finally, the system's dynamism refers to its capability to adapt to potential changes. Table I summarizes the ideas developed
Page 11: L'approche systémique en relations industrielles · Finally, the system's dynamism refers to its capability to adapt to potential changes. Table I summarizes the ideas developed
Page 12: L'approche systémique en relations industrielles · Finally, the system's dynamism refers to its capability to adapt to potential changes. Table I summarizes the ideas developed
Page 13: L'approche systémique en relations industrielles · Finally, the system's dynamism refers to its capability to adapt to potential changes. Table I summarizes the ideas developed
Page 14: L'approche systémique en relations industrielles · Finally, the system's dynamism refers to its capability to adapt to potential changes. Table I summarizes the ideas developed
Page 15: L'approche systémique en relations industrielles · Finally, the system's dynamism refers to its capability to adapt to potential changes. Table I summarizes the ideas developed
Page 16: L'approche systémique en relations industrielles · Finally, the system's dynamism refers to its capability to adapt to potential changes. Table I summarizes the ideas developed
Page 17: L'approche systémique en relations industrielles · Finally, the system's dynamism refers to its capability to adapt to potential changes. Table I summarizes the ideas developed
Page 18: L'approche systémique en relations industrielles · Finally, the system's dynamism refers to its capability to adapt to potential changes. Table I summarizes the ideas developed
Page 19: L'approche systémique en relations industrielles · Finally, the system's dynamism refers to its capability to adapt to potential changes. Table I summarizes the ideas developed
Page 20: L'approche systémique en relations industrielles · Finally, the system's dynamism refers to its capability to adapt to potential changes. Table I summarizes the ideas developed
Page 21: L'approche systémique en relations industrielles · Finally, the system's dynamism refers to its capability to adapt to potential changes. Table I summarizes the ideas developed
Page 22: L'approche systémique en relations industrielles · Finally, the system's dynamism refers to its capability to adapt to potential changes. Table I summarizes the ideas developed
Page 23: L'approche systémique en relations industrielles · Finally, the system's dynamism refers to its capability to adapt to potential changes. Table I summarizes the ideas developed
Page 24: L'approche systémique en relations industrielles · Finally, the system's dynamism refers to its capability to adapt to potential changes. Table I summarizes the ideas developed
Page 25: L'approche systémique en relations industrielles · Finally, the system's dynamism refers to its capability to adapt to potential changes. Table I summarizes the ideas developed
Page 26: L'approche systémique en relations industrielles · Finally, the system's dynamism refers to its capability to adapt to potential changes. Table I summarizes the ideas developed
Page 27: L'approche systémique en relations industrielles · Finally, the system's dynamism refers to its capability to adapt to potential changes. Table I summarizes the ideas developed
Page 28: L'approche systémique en relations industrielles · Finally, the system's dynamism refers to its capability to adapt to potential changes. Table I summarizes the ideas developed
Page 29: L'approche systémique en relations industrielles · Finally, the system's dynamism refers to its capability to adapt to potential changes. Table I summarizes the ideas developed
Page 30: L'approche systémique en relations industrielles · Finally, the system's dynamism refers to its capability to adapt to potential changes. Table I summarizes the ideas developed
Page 31: L'approche systémique en relations industrielles · Finally, the system's dynamism refers to its capability to adapt to potential changes. Table I summarizes the ideas developed
Page 32: L'approche systémique en relations industrielles · Finally, the system's dynamism refers to its capability to adapt to potential changes. Table I summarizes the ideas developed
Page 33: L'approche systémique en relations industrielles · Finally, the system's dynamism refers to its capability to adapt to potential changes. Table I summarizes the ideas developed