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Ce travail cherche à appréhender les déterminants de la résilience du personnel soignant dans le contexte de la crise sanitaire Covid-19. Son but est d’accéder à une compréhension profonde des motifs, des forces et des processus à l’oeuvre dans la dynamique complexe de la résilience.

Hamilton’s industrial age is over. In the steel capital of Canada, there are no more skies lit red by foundries at sunset, no more traffic jams at shift change. Instead, an urban renaissance is taking shape. But who wins and who loses in the city’s not-too-distant future? Is it possible to lift a downtrodden, post-industrial city out of poverty in a way that benefits people across the social spectrum, not just a wealthy elite? In Shift Change, author Stephen Dale sets up “the Hammer” as a battlefield, a laboratory, a chessboard. As investors cash in on a real estate gold rush and the all-too-familiar wheels of gentrification begin to turn, there’s still a rare opportunity for both old-guard and newcomer Hamiltonians to come together and write a different story--one in which Steeltown becomes an economically diverse and inclusive urban centre for all. What plays out in these pages and at this very moment is a real-time case study that will capture the attention and the imagination of anyone interested in equitable redevelopment, housing activism, and social justice in the North American city. -- Publisher's description

One of the world’s largest sellers of footwear, the Bata Company of Zlín, Moravia has a remarkable history that touches on crucial aspects of what made the world modern. In the twilight of the Habsburg Empire, the company Americanized its production model while also trying to Americanize its workforce. It promised a technocratic form of governance in the chaos of postwar Czechoslovakia, and during the Roaring Twenties, it became synonymous with rationalization across Europe and thus a flashpoint for a continent-wide debate. While other companies contracted in response to the Great Depression, Bata did the opposite, becoming the first shoe company to unlock the potential of globalization.As Bata expanded worldwide, it became an example of corporate national indifference, where company personnel were trained to be able to slip into and out of national identifications with ease. Such indifference, however, was seriously challenged by the geopolitical crisis of the 1930s, and by the cusp of the Second World War, Bata management had turned nationalist, even fascist.In the Kingdom of Shoes unravels the way the Bata project swept away tradition and enmeshed the lives of thousands of people around the world in the industrial production of shoes. Using a rich array of archival materials from two continents, the book answers how Bata’s rise to the world’s largest producer of shoes challenged the nation-state, democracy, and Americanization. -- Publisher's description

The article reviews the book, "Les pathologies au travail," by Élisabeth Grebot.

This dissertation honours and pays tribute to Sudbury residents and many others for whom labour strikes played a significant role in shaping their lives. Set in the context of a public history theatrical experiment, this study investigates local and community memories pertaining to Sudbury mining strikes in the postwar period from 1958 through to 2010. Archival research and oral history interviews were conducted on major labour strikes in this era and that research was used to script, rehearse, and stage a theatrical play. Interviews with audience members and performers were also conducted at all stages of the process. This process allows the dissertation to consider the perspectives of both performers and audience members, each enacting their roles as producers and consumers of public history. The dissertation also assesses the value of this form of history making, as it relates to the formation of historical consciousness, both then and now, of individuals within the Sudbury community. This study argues that public history as theatre has the potential to provide an effective and affecting means to nurture critical, reflexive historical consciousness both on and off the stage.

Discusses the role of the Canadian militia and army in crushing strikes, protest, and dissent, as well as the privileged class backgrounds of military officers and their connections to elite clubs and institutions.

Provides a historical assessment of the NDP-labour relationship that became more distanced and defensive in the neoliberal era, especially at the provincial level. Whether there will be a rapprochement in the aftermath of the COVID-19 pandemic remains to be determined. A revised version of the essay published in the first edition (2012).

Canada has one of the highest rates of low-wage work among advanced industrial economies. In a labour market characterized by the ongoing fallout from COVID-19, deepening income inequality, increasingly uncertain job tenure, and steadily diluted union representation, the living wage movement offers a response. Rising Up traces the history and international context of living wage movements across Canada. Contributors to this astute and compassionate collection of essays examine union- and community-based approaches to organizing in marginalized communities, the role of social reproduction, migrant labour, and media (mis)representations, among other key topics. In the 1970s, the balance of political and economic power began to shift in favour of business, as trade unions weakened and governments proved unwilling to check corporate power. By the 2000s, austerity measures had dismantled social services spending, facilitating the growth of precarious, often gendered or racialized low-waged employment. Rapidly increasing wealth and income inequality has followed in the wake of these deteriorating labour market conditions and mounting social disparities.As more and more workers in Canada and elsewhere face permanent low-paid work, Rising Up will stimulate debate about living wages and social inequality, promoting alternatives to a neoliberalized labour market. --Publisher's description

Our empirical analysis is based on Statistics Canada’s worker-firm matched data set, the 2003 Workplace and Employee Survey (WES). The sample size is substantial: about 4,000 workers over the age of 50 and 12,000 between the ages of 25 and 49. Training was a focus of the survey, which offers a wealth of worker-related and firm-related training variables. We found that the mean probability of receiving training was 9.3 percentage points higher for younger workers than for older ones. Almost half of the gap is explained by older workers having fewer training-associated characteristics (personal, employment, workplace, human resource practices and occupation/industry/region), and slightly more than half by them having a lower propensity to receive training, this being the gap that remained after we controlled for differences in training-associated characteristics. Their lower propensity to receive training likely reflects the higher opportunity cost of lost wages during the time spent in training, possible higher psychological costs and lower expected benefits due to their shorter remaining work-life and lower productivity gains from training, as discussed in the literature. The lower propensity of older workers to receive training tended to prevail across 54 different training measures, with notable exceptions discussed in detail. We found that older workers can be trained, but their training should be redesigned in several ways: by making instruction slower and self-paced; by assigning hands-on practical exercises; by providing modular training components to be taken in stages; by familiarizing the trainees with new equipment; and by minimizing required reading and amount of material covered. The concept of “one-size-fits- all” does not apply to the design and implementation of training programs for older workers.

The purpose of this study is to contribute to knowledge of profit-sharing by utilizing a before-and-after analysis of panel data to assess whether the effects of profit-sharing adoption on productivity growth vary, depending on whether a profit-sharing adopter utilizes work teams or not, while controlling for numerous variables that may affect these results within a carefully constructed sample of Canadian establishments. To our knowledge, this is the first study to examine the moderating role of teamwork in the relationship between profit-sharing and productivity growth. Besides the implications for profit-sharing, ascertaining whether profit-sharing and work teams are complementary practices would have important implications for understanding how to develop more effective work teams, a topic of ongoing interest. We utilized a longitudinal research design to compare within-firm productivity growth during the three-year and five-year periods subsequent to profit-sharing adoption and within-firm productivity growth during the same periods in firms that had not adopted profit-sharing. Overall, our results suggest that use of team-based production plays an important moderating role in the success of employee profit-sharing—at least in terms of workplace productivity growth. Establishments that had adopted profit-sharing showed a substantial and highly significant increase in workplace productivity over both the three-year and five-year periods subsequent to adoption, but only if they had work teams. These findings are in line with the notion that work teams help to mitigate potential shirking behaviour in profit-sharing firms (Freeman, Kruse and Blasi, 2010) and are also in line with the argument that work teams serve as an effective mechanism to help translate the purported motivational and other benefits of profit-sharing into tangible productivity gains (Heywood and Jirjahn, 2009).

The article reviews the book, "The Socialist Challenge Today," by Leo Panitch and Sam Gindin.

The article reviews the book, "Grève et paix. Une histoire des lois spéciales au Québec," by Martin Petitclerc and Martin Robert.

The article reviews the book, "The Enchantments of Mammon: How Capitalism Became the Religion of Modernity," by Eugene McCarraher.

The article reviews the book, "In the Red Corner: The Marxism of José Carlos Mariátegui," by Mike Gonzalez.

In the summer of 2020 the Alberta government introduced Bill 32: Restoring Balance in Alberta’s Workplaces Act (2020). This 82-page omnibus bill proposed sweeping changes to a handful of employment-related and labour related legislation. Some of the most significant amendments were to Alberta Labour Relations Code, the law that regulates union-employer relations in the province. Almost a year after its introduction, many aspects of Bill 32 continue to be poorly understood for a number of reasons. This report examines Bill 32 with a focus on its broader implications for the rights of Albertans, the health of democratic debate in the province and potential economic consequences. Specifically, the report makes two arguments. First it argues Bill 32 undermines key charter of Rights and Freedoms protections not just for union members but potentially for a wide range of Albertans. Second, the report argues Bill 32 represents an Americanization of labour relations in the province, with significant negative consequences for inequality, economic growth and democratic participation.

In recent years the issue of migrant workers with precarious status has increased in importance in Canada, in large part due to economic and policy changes that have led to greater numbers of migrant workers remaining in the country post permit expiry. This study tracks the employment experiences of low-skilled migrant workers who arrived through the Temporary Foreign Worker Program and who remained following their permit expiry. Using a temporal analysis, the study identifies four timepoints that shape the workers’ employment outcomes both pre- and post-expiry. Events at these timepoints create differing employment pathways that, in turn, reveal different aspects of the workers’ precarity.  In addition to pathways, workers’ ability to access informal support networks shape their employment outcomes as workers with precarious status.

Discusses a biographical questionnaire that J.B. McLachlan completed for the Communist International during a visit to the Soviet Union in 1931. In it, the Nova Scotia labour leader briefly responded on his background, education, work and labour activism, political status (including his recruitment to the "Canadian section" of the Communist Party in 1922), and imprisonment in 1923-24. The questionnaire and other related materials came to light as a result of a request made by the author to the Russian State Archives in October 2020.

Argues that COVID-19 has exposed the flawed premise of the migration system, namely that workers are essential yet disposable. Discusses the exploitative forms of precarious migrant labour and organized efforts to counteract them including a union drive in British Columbia (UFCW Local 1518 versus Sidhu & Sons), social movements like the Migrant Rights Network, and the hybrid approaches of the Montreal Immigrant Workers Centre.

Gig economy workers, particularly those on platforms such as Foodora and UBER, do not have a clear legal status in Canada, and unionization has largely escaped them. One obstacle is that union certification presupposes a stable employment relationship and a relatively fixed workplace. It does not lend itself easily to a decentralized organization of work, let alone one that is merely "facilitated" by a digital platform. Another obstacle is their dual status of being extremely dependent on the platform for everything from payments to scheduling, while being legally considered as "independent contractors." In response, Canadian labour unions have pushed tribunals to adopt a new legal status: that of "dependent contractors." Based on the successful unionization drive among Foodora couriers in Toronto in 2020, our contribution argues that the involved actors resorted to "institutional experimentation" to open traditional frameworks of collective bargaining and labour law to workers of the gig economy.

This study contributes to the emerging literature on the interplay between safety committees and employee perceptions of organizational safety culture. Creating, managing and maintaining a safety culture in organizations involves significant investment in the establishment of safety committees. The role of such committees in improving safety culture perceptions has remained underexplored in the safety management and organizational literature. This study addresses that gap and focuses on a safety committee within the facilities management operations of a large American academic institution. The objective is to generate understandings of how a committee can influence organizational cultural change and impact employee perceptions of safety. Using Schein’s organizational culture model as a prism, we unpack the employees’ implicit cultural beliefs. Data from over sixty employee interviews revealed that formation of the Safety Committee resulted in unintended consequences in terms of employee perceptions. Employees attributed most safety-related actions to the committee when, in fact, the managers and supervisors had actually carried them out. This overestimation of committee activities and concomitant underestimation of managerial actions by employees was an unintended consequence of establishing a committee. Employees, in fact, collectively attributed all positive changes in the organizational culture to the committee. The committee ultimately influenced the employees’ basic assumptions, such change being, according to Schein, a prerequisite for organizational cultural change. This study, therefore, contributes to the literature by proposing that unintended consequences can operate in three different ways to support organizational change. First, unintended consequences can promote positive outcomes; second, they can reveal a new understanding of committees, which under certain circumstances can act as a proxy for management and encourage positive perceptions of managerial commitment. Lastly, unintended consequences can provide a means to detect and ‘excavate’ hidden, implicit assumptions that drive organizational culture’s deepest layers.