劳工问题社会学论文提纲

2022-11-15

论文题目：社会网络、劳资关系和人力资源外包的关系再解读 ——基于社会学视角

摘要：随着时间的推移,劳工社会学试图理解和研究工作环境,以帮助工人,管理层和所有相关人员了解工作社会的贡献和重要性,以及如果没有小心管理和处理,将会如何爆发并带来很多社会上的混乱和劳工问题。关于经济社会学的文献也认为,大多数（如果不是全部）商业交易不会在社会真空中发生,而是由它们所嵌入的各种社会背景和社会关系形成和塑造的。因此受这一观念和兴趣的影响,本研究试图找到社会网络（SN）和劳资关系（IR）和人力资源开发（HRO）之间的联系。它还试图了解合同工如何在他或她的工作领域中围绕这些来行动。为了实现这一点,笔者使用了混合研究方法。包括使用深入访谈和半结构化问卷。采用了分层抽样、滚雪球抽样、随机和有目的的抽样技术的组合。使用第21版SPSS软件分析定量数据,并使用内容和主题分析技术转录和分析定性数据。除了包括招聘机构的2名和客户公司的7名人力资源经理在内的59名受访者的访谈数据之外,另外还有50名通过招聘机构成功进入客户公司的人员。人力资源经理均处于中年并具有研究生教育水平。大多数人员都接受过高等教育。招聘机构与客户公司之间的关系表明,他们之前有过工作关系,彼此也相互尊重。招聘机构采纳以往客户的建议,为新的潜在客户公司提供就业机会,反之亦然。一些人力资源经理重申,他们有时依靠各种网络和关系来帮助他们从公司挖走高层次员工,他们认为这是没有压力的,并允许他们在战略上定位,以便更好地安置在客户公司。研究还发现,这些公司更倾向于管理机构来管理人员。工作人员证实,他们觉得自己不是客户公司的一部分,因为在福利上他们待遇不同并且受到监督。他们没有加入工会,因此他们很难在公司的其他事项上讨价还价。此外,公司还提供了由客户公司和招聘机构组织的场地或论坛或durbar,通过这些渠道,员工可以表达他们的不满和挑衅。该研究发现,由于存在已知的社会网络和关系,员工感到紧张、分心和缺少注意力并感到他们受到持续的监控。该研究还表明,客户公司完全依赖招聘机构来处理与合同工相关的人力资源（HR）（例如招聘,培训,监督以及人力资源管理中涉及的所有事务）。该研究发现,这些内部和相互关系或联系有时会引起同事之间的某种形式的摩擦和矛盾。然而,在这项研究的建议下,需要政策制定者重视这三个概念（社会网络,劳资关系和人力资源开发）和环节,以及他们在国家层面上整个劳工事项中所扮演的重要和关键的角色。其次,对于组织层面来说,了解人力资源开发（HRO）的显性和隐性功能,尤其是了解社会网络在组织中尚未发挥积极作用的整个过程中所涉及的主要工作和挑战,这是至关重要的。最后,需要进行纵向研究,以帮助提供更多的见解,以增进对这些联系的理解,并进一步扩大研究的范围和领域（与社会网络,劳资关系和人力资源开发实践相关的变化）。

关键词：社会网络;人力资源开发;劳资关系;员工;客户公司;招聘机构

学科专业：社会学

ACKNOWLEDGEMENT

ABSTRACT

摘要

CHAPTER ONE

1.1 BACKGROUND OF STUDY

1.2 STATEMENT OF PURPOSE

1.3 AIM AND OBJECTIVES OF THE STUDY

1.3.1 General Aim

1.3.2 Specific Objectives/Research Questions

1.4 STUDY AREA

1.5 METHODOLOGY

1.6 POPULATION

1.7 SAMPLE SIZE

1.8 SAMPLING TECHNIQUE

1.9 DATA COLLECTION TOOL

1.10 DATA HANDLING AND ANALYSIS

1.11 SIGNIFICANCE OF THE STUDY

1.12 OPERATIONAL DEFINITION OF CONCEPTS

1.13 ETHICAL CONSIDERATIONS

1.14 ORGANIZATION OF THE STUDY/ STRUCTURE OF THE STUDY

CHAPTER TWO LITERATURE REVIEW

2.0 INTRODUCTION

2.1 THEORETICAL FRAMEWORK

2.1.1 The Pluralist versus Unitarist Theories of Industrial Relations

2.1.2 Criticisms against the Unitary Theory of Industrial Relations

2.1.3 Social Network Analysis Theory

2.2 RUMOUR VERSUS REALITY

2.3 INDUSTRIAL RELATIONS VERSUS HUMAN RESOURCE OUTSOURCING AND SOCIAL NETWORKING

2.3.1 Industrial Relations and Human Resource Outsourcing

2.3.2 Difference between Industrial Relations and Human Resource Management

2.3.3 Industrial Relations and Social Networking

2.3.4 Links the Employee Faces in Their Day to Day Activities

2.3.4.1 Link 1-it is the link between the employee and the agency

2.3.4.2 Link 2-it is the link between the employee and the main company

2.3.4.3 Link 3-it is the link between the agency and the main company

2.3.4.4 Link 4- industrial relations between the main company employees and the agency employees (both foundin the same company)

2.3.4.5 Link 5- relationship between the 2 categories of employees found in most companies or organizationswho employ the services of agencies in getting employees

2.4 TRANSFORMATIONAL HUMAN RESOURCE MANAGEMENT

2.4.1 Human Resource Services

2.5 SOCIAL NETWORKING AND SOCIAL CAPITAL AS A SOURCE OF SUPPORT FOR JOB FINDING

2.6 INDUSTRIAL RELATIONS

2.6.1 Workplace practices as a form of industrial relation practices

2.7 CONCLUSION

CHAPTER THREE RESEARCH METHODOLOGY

3.1 INTRODUCTION

3.2 STUDY DESIGN

3.3 CONCEPTUAL FRAMEWORK

3.4 POPULATION

3.5 SAMPLE SIZE

3.6 SAMPLING TECHNIQUE

3.7 DAtA COLLECTION

3.8 DATA HANDLING AND ANALYSIS

3.9 ETHICAL AND LEGAL CONSIDERATIONS

3.10 AREA OF STUDY

3.11 OVERVIEW OF RECRUITING AGENCIES AND CLIENT COMPANIES

3.11.1 Recruiting Agency 1

3.11.1.1 Achievements of Agency 1

3.11.2 Recruiting Agency 2

3.11.2.1 History and Profile

3.11.3 Client Company One (1)

3.11.4 Client Company Two (2)

3.11.5 Client Company Three (3)

3.11.6 Client Company Four (4)

3.11.7 Client Company Five (5)

3.11.8 Client Company Six (6)

3.11.9 Client Company Seven (7)

CHAPTER FOUR QUALITATIVE DATA ANALYSIS

4.1 INTRODUCTION

4.2 QUALITATIVE ANALYSIS

4.2.1 Background of the Companies

4.2.1.1 Company Sector of Business

4.3 PRACTICING HUMAN RESOURCE OUTSOURCING

4.3.1 Benefits of Outsourcing to Companies

4.3.1.1 Benefits Derived From Employing the Services of Recruiting Agencies

4.3.1.2 View of services rendered by recruiting agencies to the client companies

4.3.1.3 Influence of agencies on the type and kind of personnel received to the organization

4.4 REFERENCE TO ISSUES OF SOCIAL RELATIONS, NETWORKS AND LINKS

4.4.1 Employing Links in Assessing Opportunities

4.4.2 Whether employing and utilizing connections, links and interpersonal relationship is good forsecuring job opportunities in present day corporate sphere

4.4.3 One's Links Versus Business Relations

4.5 RELATIONSHIP BETWEEN THE RECRUITING AGENCIES AND THE CLIENT COMPANIES

4.6 INDUSTRIAL RELATIONS PRACTICES

4.6.1 Assessment of employees from agency and permanent ones recruited by the client companies if thereis any significant difference in way of interacting

4.6.2 Unforeseen challenges in overall industrial relations practices in organization from employingagency workers

4.6.3 Treatment of workers (between permanent and contract staff)

4.6.4 Observation of anomalies in the way contract and permanent workers relate and measures put inplace

4.6.5 Observation of lack of commitment and unprofessional attitudes and the procedures and control putin place to prevent it

4.7 SUPERVISION AND MANAGING OF CONTRACT AND TEMPORAL STAFF

4.7.1 Direct supervision and control

4.7.2 Checks on Contract Staff Backgrounds Prior to Employing Their Services

4.7.3 Differences in working hours, duties and responsibilities

4.7.4 Contract Staff Given Guidelines and Directions

4.7.5 Provision of Grounds/Forums to Openly Express Displeasures and Grievances

4.7.6 Availability of Union and Its Accessibility to Contract Workers With The Reasons Attached to It

4.8 CHALLENGES THE COMPANIES FACE

4.8.1 As A Result of Employing Recruiting Agencies and Working for Client Companies

4.8.2 As A Result of Employing Recruiting Agencies and Working for Client Companies

CHAPTER FIVE QUANTITATIVE DATAANALYSIS

5.1 INTRODUCTION

5.2 DEMOGRAPHIC DATA OF PERSONNEL RESPONDENT

5.3 EXPERIENCES WITH RECRUITMENT PROCESS

5.4 CONTRACT TERMS

5.5 ROLE OF SOCIAL RELATIONS VERSUS SOCIAL CAPITAL

5.6 SOURCE OF INFORMATION CONCERNING RECRUITING AGENCIES

5.7 INDUSTRIAL RELATIONS PRACTICES IN GENERAL

5.7.1 Differential Treatment of Contract or Temporal Workers as to Permanent Staff

5.7.2 Salary and Compensation

5.7.3 Overall Treatment of Workers and Duties Assigned

5.7.4 Need for personal enhancement with regards to personnel

5.7.5 Interest ofpersonnel to the whole outsourcing process

5.7.6 Challenges facing the contract workers in the client company

5.7.7 Personal reviews and performance reviews of contract workers

5.8 ANOMALIES,PROCEDURES AND MEASURES TO CONSIDER

5.8.1 Suggestive measures to resolve the anomalies

5.8.2 Signs of Lack of Commitment and Unprofessional Attitudes In The Organization

5.9 SUPERVISION AND MANAGING OF CONTRACT AND TEMPORAL STAFF

5.9.1 Background and Criminal Checks of Potential Employees or Personnel

5.9.2 Provision of guidelines and directions for contract workers

5.9.3 Differences in Benefits and Compensation to Workers in Client Company

5.9.4 Provision of grounds and forum for contract workers to express their displeasure, grievances andviews

5.9.5 Availability of Union and Its Accessibility to contract workers

5.10 CHALLENGES INVOLVED AND FACED IN GENERAL BY CONTRACT WORKERS

5.11 DISCUSSION

5.11.1 Discussion of the Inter and Intra Relationships or Links

5.11.2 Discussion of various challenges faced with regards to these three concepts under study (socialnetworking, industrial relations and human resource outsourcing)

CHAPTER SIX SUMMARY, CONCLUSION AND RECOMMENDATIONS

6.1 INTRODUCTION

6.2 SUMMARY

6.3 CONCLUSION

6.4 RECOMMENDATIONS

6.4.1 National policy Implementation (National Level)

6.4.2 Key players involved in the whole process (Organizational Level)

6.4.3 Future Researchers

REFERENCES

APPENDICES

APPENDIX 1 INTERVIEW GUIDE

APPENDIX 2 INTERVIEW GUIDE