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This article reviews the book, "The Bargaining Process and Mediation," by the Education Relations Commission.
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This paper extends and updates the research of Professor Jamieson on strike activity in British Columbia for the period 1945-1975.
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Many industrial relations decisions are made on the basis of perceptions, including, in some cases, which shop steward to approach to handle a union member's grievance. An analysis of shop steward performance and role conflict suggests that steward effectiveness in relating to members and management can be fostered by providing more time for stewards to perform their duties as union representatives. While training can ease the adjustment to stewardship, its main impact on role performance may be greater information dissemination. Most important, greater conflict in the union-management relationship may lead to fewer resolutions at the first step, lower quality steward-management relations, and a lesser ability to disseminate information. Stewards generally reported that they adopted a rather pragmatic approach to resolving grievances with supervisors. Regression analysis suggests that women may adopt a less-aggressive, more problem-solving approach than men.
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This paper describes and analyses from a labour relations perspective the rapid changeover of Alberta's construction industry from 70-80% unionized projects during 1975-1982 to a 5-10% coverage of projects by collective agreements commencing in 1984.
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This paper presents and analyses the salient features of the 1983 amendments enacted by Alberta's Progressive Conservative Government.
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This paper examines the duty of fairness as applied to management's rights under collective agreements in common law jurisdictions and concludes from recent arbitral and judicial decisions that it is somewhat of a dead issue, although clarification may be required.
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An empirical investigation of the impact of unanticipated changes in output and consumer prices, as well as other economic and sociological variables, on midcontract or wildcat strikes, with particular reference to British Columbia's copper industry.
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Until the 1970s and 1980s, the National Labor Relations Board (NLRB) enjoyed a broader remedial authority than did Canadian labor boards. US developments during those years involved delineating the NLRB's remedial authority and its exercise for bad faith bargaining. By contrast, Canadian jurisprudence on bad faith bargaining blossomed during the past decade. The British Columbia and Ontario boards were empowered to arbitrate first agreement disputes as a remedy against bad faith bargaining. The Ontario board developed such principles as preserving and maintaining the decision-making framework for negotiations and a full and free discussion. Canadian and US boards are similar in that they: 1. deal with the failure to disclose information the same, 2. have the same meaning of surface bargaining, and 3. similarly determine how concession bargaining could comply with good faith principles.
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Between 1900 and 1999
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