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The article is the text of the speech given in honour of Shirley Goldenberg as recipient of CIRA's award at its annual conference in 2000.
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Editorial introduction to the theme of the issue.
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Editorial introduction to the issue.
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Drawing on the results of a national survey of labor organizations in Canada, this paper focuses on the changing environment and strategic orientations of unions. It looks at the strategic dilemma facing Canadian unions on the basis of a reading of their organiza tional and bargaining priorities and their relative success in achiev ing them. Key results include the necessity of a strategic mix be tween traditional and new types of objectives as well as the impor tance of policy and the democratic dialogue that underpins that policy in achieving union objectives and pursuing union renewal.
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The conflict between property rights and the right of association creates the case for various policy avenues to ensure that employees have effective access to the right to associate for the purposes of collective bargaining. One such labour policy in Canada is first-contract arbitration. The experience of this policy in Quebec over the last three decades has achieved key objectives: ensuring first agreements for newly unionized workers, developing constructive bargaining relationships and overcoming what can be a major obstacle to an effective right to associate. After reviewing this experience, this article provides an overview of the unionization campaigns resulting in union certifications for the United Food and Commercial Workers Canada in six Wal-Mart facilities in Quebec province over the last six years. It then examines two recent cases of first-contract arbitration for these certifications. In one case, the company summarily closed the department concerned after the first contract was awarded. In the second case, the store remains open, with an operative collective agreement. Absent a policy of first-contract arbitration, it appears unlikely that this would be the case. The evolution of the bargaining relationship beyond the first-contract will provide a key test of the relative efficacy of Canadian policy approaches to ensure the freedom of association.
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This article examines union members’evaluation of the relevance of unions and their identification with a traditional collective value frame for union action. It seeks to take account of the impact of increasing labor market heterogeneity, declining instrumentality, and the behavior of unions and employers. Using Canadian data gathered from individual union members and their local union leaders, the study finds that new labor market identities are notlinked to weaker belief in the relevance of unions but are associated with weaker identification with the traditional value frame. Although declining instrumentality and hostile employer behavior are associated with greater identification with traditional value frames, greater union democracy is associated with less membership disaffection on both the relevance of unions and their collective modes of action. Union democracy is therefore found to be a key tool to address membership disaffection and to generate collective identities for a renewed union project.
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Affectées par des changements nombreux, les équipes syndicales doivent elles-mêmes se transformer. Comment comprendre leurs cheminements divers dans ces péripéties ? Une comparaison entre des établissements canadiens et européens permet de fonder empiriquement et théoriquement une analyse de ces phénomènes. Les auteurs formulent le concept de « syndicalismes référentiels ». Il articule les principales dimensions à travers lesquelles se dessinent les transformations des acteurs : répertoires d’action, identités collectives, ressources, capacité représentative, capacité stratégique. En retenant les cas de deux établissements, canadien et français, l’article illustre la place respective et les interactions de ces dimensions. Leur hiérarchisation au sein de l’action collective permet de comprendre pourquoi des situations institutionnelles inégales peuvent donner lieu à des évolutions analogues. L’incertitude, les pertes de repère caractérisent une phase paradoxale où les acteurs collectifs ne peuvent échapper aux risques d’une redéfinition.
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[A]nalyzes the Quebec experience with union renewal, focusing on the critical role of power resources, that is "resources that a union can access and mobilize in order to influence the process of change." --Editors' introduction
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[H]ighlights some of the innovations in structures, policies, and practices underway in union organizations in Canada, and the factors underlying the patterns of change. The paper draws on an extensive survey of innovations and change conducted by the authors in 2001 in partnership with Human Resources and Skills Development Canada and major unions and federations. --Editors' introduction
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Detailed assessment of the mixed record of the Canadian labour movement over the past decade. Concludes that union renewal lies in the balance between union education and democracy, and engagement with workplace restructuring.
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