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The article reviews the book, "Crossing the Line: Unionized Employee Ownership and Investment Funds," by Jack Quarter.
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The article reviews the book, "Profit Sharing : Does it Make a Difference?," by Douglas L. Kruse.
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A study seeks to explain why companies do or do not introduce employee profit sharing, through a telephone survey of CEOs at 626 Canadian companies. In addition to examining some of the usual contextual variables, the study goes beyond previous work by directly questioning CEOs about their motives for adopting or not adopting profit sharing, and by including managerial philosophy as a possible factor in their decision-making process. Results indicated that managerial philosophy and company size were the 2 key predictors of incidence or profit sharing. However, the firms most likely to adopt profit sharing in the future were those experiencing a high growth in sales coupled with a low growth in employees. Surprisingly, unionization was not related to either presence of, or intention to implement, profit sharing.
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The article reviews the books, "he Origins of Economic Democracy: Profit Sharing and Employee-Shareholding Schemes," by Michael Poole and "The Impact Of Economic Democracy: Profit Sharing And Employee Shareholding Schemes," by Glenville Jenkins.
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This article explores the relationship between employee ownership and attitudes toward the union by reporting the results of an empricial study of a unionized Canadian trucking company recently purchased from its former corporate owner by most of its workers and managers. Results indicated that most workers— both union and non-union— did not believe that unionization was either incompatible with employee ownership or unnecessary.
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In recent years, both profit sharing and employee ownership have experienced a dramatic resurgence of interest in most western countries. As companies have attempted to find ways of dealing with difficult economic circumstances and increased global competition, they have become receptive to these concepts. However, both types of plans find opponents within the labor unions. A recent study describes the incidence and general nature of employee profit sharing and share ownership in Canada, based on telephone interviews with chief executive officers of 626 Canadian firms conducted during 1989 and 1990. The results indicate that there has been a dramatic growth in both of these during the past decade, despite the absence of strong legislative support, and that this growth will likely continue for some time.
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The article reviews the book, "Understanding Employee Ownership," by Corey Rosen and Karen M. Young.
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This paper reports the results of a large-scale Canadian survey of nine types of workplace innovation — profit sharing, gain sharing, pay for knowledge, job sharing, job enrichment, semi-autonomous work groups, quality circles, labour management committees, and 'other' joint problem solving groups. The paper assesses the incidence ofeach type, patterns of implementation, survival rates, and trends over time.
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This article reviews the book, "Developing Employee Relations," by Peter Warr, Stephen Fineman, Nigel Nicholson & Roy Payne.
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This paper examines the changing pattern of worker participation in organizations during recent conditions of economic down-turn. The authors conclude that the current recession has served as a catalyst to force many organizations and their members to recognize that traditional management approaches and resulting employee responses have become increasingly inadequate in the light of wider social changes, and that there is more support for an «evolutionary ratchet» as opposed to a «cyclical» notion of participation.
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Symposium: La gestion des ressources humaines : du modèle traditionnel au modèle renouvelé, Gilles Guérin et Thierry Wils. Introduction : Michel Audet. Commentaires - Comments: Laurent Bélanger, Richard J. Long, Bernard Galambaud.