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An attempt is made to empirically address the issue of whether promotions of female clerical employees are less likely when education and other qualifications are held constant. A model was developed for the probability of promotion. The data were drawn from a large public employer and covered the period of the early 1980s. Questionnaires were sent to all employees, with a 75% response rate. The questionnaires supplemented employer records. Results of the study demonstrated that female clerks were not treated in the same way as their male counterparts in regard to promotions to junior levels of management. The regressions predicted that, if females had been subject to the male criteria, their success in obtaining the promotions would have been almost double its actual value and higher than the actual success of males. The results also indicated a prima facie case of discrimination in promotion. The results were especially important since most discussion of affirmative action focuses on increasing the number of women in upper levels of management.
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This article reviews the book, "Union-Management Relations in Canada," 2nd ed., by John C. Anderson, Morley Gunderson, and Allen Ponak.
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During the past decade, Canada has experienced a disturbing rise in the number of long-term unemployed workers. The 2-stage Heckman procedure is used to evaluate the impact of training programs targeted to the long-term unemployed. The major finding is that females clearly benefit from these programs in terms of both employment stability and weekly earnings. Females who complete training are estimated to work an additional 11 weeks annually and earn an extra C$47 a week. The results for males are not encouraging, with negative estimates for employability and weekly earnings. It appears that these programs should be increasingly targeted to women, given their superior post-program labor market success. It is also shown that private employer placements are extremely effective training devices. Many trainees make a sufficiently good impression that they are taken on as regular employees.
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In 1967, the government of Canada legislated an innovative mechanism for resolving collective bargaining disputes in the federal public service. Under this legislation, the bargaining agent involved chooses unilaterally whether any impasse in forthcoming negotiations would be resolved by a strike or by arbitration. The dispute resolution choice has been the subject of much controversy, with the debate generally focusing on 2 related issues. First is the question of what factors have influenced the choice of bargaining route and, in particular, the trend away from arbitration. The 2nd issue concerns the impact of the new dispute resolution system on wages. The union's choice between strike and arbitration route is modeled simultaneously with wage determination in the federal public service using the standard self-selection methodology. The model permits exploration of the factors influencing the choice of bargaining route as well as the effect of this choice on wages.