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The article reviews the book, "Union Mergers in Hard Times: The View From Five Countries," by Gary N. Chaison.
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The article reviews the book, "Working for the Union: British Trade Union Officers," by John Kelly and Edmund Heery.
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The article reviews the book, "The Practice Of Labour Relations," 3rd edition, by David A. and Paul Bergman.
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The article reviews the book, "Collision Course: Ronald Reagan, the Air Traffic Controllers and the Strike that Changed America," by Joseph A. McCartin.
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The article reviews the book, "Masters to Managers. Historical and Comparative Perspectives on American Employers," ed. by Sanford P. Jacoby.
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This article reviews the book, "Collective Bargaining and Labor Relations," by Edward E. Herman, Alfred Kuhn & Ronald Seeber.
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This article reviews the book, "Saving Plants and Jobs : Union Management Negotiations in the Context of Threatened Plant Closing," by Paul F. Gerhart.
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This article reviews the book, "The Practice of Industrial Relations," by David Peach & David Kuechle.
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This article reviews the book, "Industrial Relations in a New Age," by Clark Kerr & Paul D. Staudohar.
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This article reviews the book, "The System of Industrial Relations in Canada," 2nd ed., by Alton W. J. Craig.
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The purpose of this study is to analyse bargaining units which achieved first agreements and those that did not achieve first agreements in terms of: data relating to their Canada Labour Relations Board (CLRB) certification experience; data relating to basic bargaining unit characteristics; and in terms of data relating to the negotiation of first agreements.
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The purpose of this study is to analyse bargaining units which achieved first agreements and those that did not achieve first agreements in terms of data relating to their OLRB certification experience and in terms of data relating to basic bargaining unit characteristics.
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The successful implementation of information technology in a teachers federation in a Canadian province is examined. At least 3 key factors seem to account for successful implementation: 1. the presence of an influential and energetic technology advocate, 2. the involvement of users in the implementation, and 3. a general ethos in the organization that encourages excellence in the services provided by staff but within a collegial framework. It is clear that the federation was successful in harmonizing the interests of employees and members. The appointment of an executive assistant was crucial in focusing attention on the technology issue. Building on the mission given to him by the elected officials, the executive assistant played a key role in gaining organizational commitment to new technology. Also important to success was the attention the federation paid to getting input from professional and non-professional staff about decisions concerning information technology.
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The purpose of this study is to investigate the extent to which unions in Canada use information technology, the types of technology used, the way in which the technology is implemented, the general level of satisfaction with the new methods and proposals for the implementation of new methods in the future.
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A study was conducted to examine personal and organizational factors that affect the rise to office of presidents of Canadian national unions. A model was developed based on the personal characteristics of the labor leaders and on the characteristics of the unions they headed. Completed questionnaires were received from 94 presidents of national unions. Results indicated that union size varied positively with ''time to become presidents.'' Thus, chief executives of large unions took 3.9 years longer to reach the top office than did chief executives of small unions. Also, education varied inversely with ''time to become president.'' An officer with a university degree took 5 years less to reach the presidency than someone with no formal education. Finally, ''percent of income from union office'' varied positively with ''time to become president.'' For example, when the union pays 100% of the salary, it takes about 3 1/2 years longer to reach the top office than when the union pays none of the salary.
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[E]xamines thoroughly the ecological, economic, political, legal, and social influences that drive public, private, and parapublic sectors into intense and often bitter disputes over employment conditions. --From publisher's description
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