Ryanair ou le refus du dialogue social institutionnalisé
Over the past 30 years, Ryanair has succeeded in becoming one of Europe’s leading airliners. This success mainly comes from its decision to adopt a discount business model. In social terms, Ryanair is characterised by a personnel policy that prioritises keeping costs low while doing everything possi...
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| Format: | Article |
| Language: | fra |
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La Nouvelle Revue du Travail
2016-06-01
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| Series: | La Nouvelle Revue du Travail |
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| Online Access: | https://journals.openedition.org/nrt/2609 |
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| author | Jean Vandewattyne |
| author_facet | Jean Vandewattyne |
| author_sort | Jean Vandewattyne |
| collection | DOAJ |
| description | Over the past 30 years, Ryanair has succeeded in becoming one of Europe’s leading airliners. This success mainly comes from its decision to adopt a discount business model. In social terms, Ryanair is characterised by a personnel policy that prioritises keeping costs low while doing everything possible to increase productivity and flexibility. It combines this approach with an overtly anti-union stance that includes the refusal to negotiate with officially recognised unions. The text looks at these two dimensions by analysing a conflict in Belgium opposing former Ryanair cabin crew supported by a leading Belgian trade union and Crewlink, an Irish company to which Ryanair has subcontracted stewards’ recruitment, training and engagement. It has taken several years for cabin crew staff to get contracts where they would be working directly for Ryanair. |
| format | Article |
| id | doaj-art-617d1b39bbaa401a97604df674ec5680 |
| institution | DOAJ |
| issn | 2263-8989 |
| language | fra |
| publishDate | 2016-06-01 |
| publisher | La Nouvelle Revue du Travail |
| record_format | Article |
| series | La Nouvelle Revue du Travail |
| spelling | doaj-art-617d1b39bbaa401a97604df674ec56802025-08-20T03:07:39ZfraLa Nouvelle Revue du TravailLa Nouvelle Revue du Travail2263-89892016-06-01810.4000/nrt.2609Ryanair ou le refus du dialogue social institutionnaliséJean VandewattyneOver the past 30 years, Ryanair has succeeded in becoming one of Europe’s leading airliners. This success mainly comes from its decision to adopt a discount business model. In social terms, Ryanair is characterised by a personnel policy that prioritises keeping costs low while doing everything possible to increase productivity and flexibility. It combines this approach with an overtly anti-union stance that includes the refusal to negotiate with officially recognised unions. The text looks at these two dimensions by analysing a conflict in Belgium opposing former Ryanair cabin crew supported by a leading Belgian trade union and Crewlink, an Irish company to which Ryanair has subcontracted stewards’ recruitment, training and engagement. It has taken several years for cabin crew staff to get contracts where they would be working directly for Ryanair.https://journals.openedition.org/nrt/2609Ryanairlow costBelgiumcabin crew |
| spellingShingle | Jean Vandewattyne Ryanair ou le refus du dialogue social institutionnalisé La Nouvelle Revue du Travail Ryanair low cost Belgium cabin crew |
| title | Ryanair ou le refus du dialogue social institutionnalisé |
| title_full | Ryanair ou le refus du dialogue social institutionnalisé |
| title_fullStr | Ryanair ou le refus du dialogue social institutionnalisé |
| title_full_unstemmed | Ryanair ou le refus du dialogue social institutionnalisé |
| title_short | Ryanair ou le refus du dialogue social institutionnalisé |
| title_sort | ryanair ou le refus du dialogue social institutionnalise |
| topic | Ryanair low cost Belgium cabin crew |
| url | https://journals.openedition.org/nrt/2609 |
| work_keys_str_mv | AT jeanvandewattyne ryanairoulerefusdudialoguesocialinstitutionnalise |