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The article reviews the book, "After Lean Production: Evolving Employment Practices in the World Auto Industry," edited by Thomas A. Kochran, Russell D. Lansbury and John Paul MacDuffie.
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The Realities of Work: Experiencing Work and Employment in Contemporary Society, third edition, by Mike Noon and Paul Blyton, is reviewed.
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The paper presents findings of an ethnographic case study on social relations in an existing General Motors vehicle assembly plant where the traditional drag chain has been replaced by Swedish automated guided vehicle technology and some aspects of Japanese work organization have been implemented. The findings challenge claims that Fordism is being replaced by a fundamentally new production model, and that this is resulting in more fulfilling work and cooperative social relations. There are many fulfilling work and cooperative social relations. There are many continuities with Fordism and highly contradictory social relations. This and other studies of new work systems suggest, in fact, that contradictions between control and commitment, rather than being minimized or dissolved, can actually be heightened.
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Rethinking the Labor Process, edited by Mark Wardell, Thomas L. Steiger and Peter Meiksins, is reviewed.
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This paper reports on a remarkable partnership between Saskatoon Chemicals and a local of the Communications, Energy and Paperworkers Union. The partnership emerged after years of bitter relations and, on the basis of great union strength, progressed to involve continuous, interest-based bargaining and an extensive, jointly determined work redesign process. Both parties achieved significant benefits from the high performance partnership before the high performance work system was developed. Evidence also shows that continuous bargaining can work. Divisions within the union over its appropriate role and accountability helped to prevent co-optation, and ultimately led to a return to a more traditional labor-management relationship. The case raises important questions for unions, regarding industrial democracy in a rapidly changing work context.
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The inclusion of new groups of workers has been an important component of union renewal efforts. Sev- eral unions in Canada have begun to dedicate significant resources to better organize and represent Aboriginal workers. Drawing on interviews with union activists, organizers and representatives from two national public sector unions in Canada, we present an overview of union strategies to engage with Aboriginal peoples. Results suggest that understanding the distinct territorial context of Aboriginal peo- ples’ relationships to work and unions has been necessary to the success of these union strategies. This approach begins by drawing connections between Aboriginal peoples’ present-day relationships to work and their prior occupancy of, and dispossession from, lands and resources. Because of the geographical specificity of how the colonial experience affected Aboriginal peoples’ relationships to work and unions, unions have had to adopt non-normative approaches to their engagements with Aboriginal peoples. In workplaces where settlers were dominant, addressing racism in the workplace and gaining support for initiatives to hire and train Aboriginal workers were important. Alternatively, in Aboriginal workplaces, organizing was a priority. Here questions of union legitimacy have taken precedence and the focus of unions has been on partnership building. Most importantly, however, engagement with Aboriginal peo- ples has brought attention to the colonial practices within unions and helped to foster growing Aboriginal voice within the labour movement.
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- Journal Article (6)