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La France, comme de nombreux pays occidentaux, est confrontée depuis trente ans à un vieillissement de sa population en général, et de sa population active en particulier. Dans une optique d’équilibre des systèmes de retraite, des directives de l’Union Européenne, déclinées dans chaque pays sous forme d’accords ou plans nationaux, ont eu pour objectif répété de reculer l’âge de départ en retraite et de promouvoir l’emploi des salariés les plus âgés. Les enquêtes menées jusqu’ici montrent cependant que les attitudes et les pratiques des entreprises n’évoluent pas rapidement et qu’il est judicieux de considérer les conditions de travail comme un des vecteurs du maintien en emploi des seniors.Cet article présente les résultats d’une étude empirique menée en France, à la demande du Conseil d’Orientation des Conditions de Travail (COCT), auprès de treize entreprises de taille et secteur d’activité variés qui ont inscrit dans leur plan ou accord « seniors » des dimensions relatives aux conditions de travail. Les monographies ainsi réalisées ont pour objectif d’éclairer les politiques publiques dans la perspective d’une démarche compréhensive favorisant une approche intégrée de la question du maintien en emploi des seniors. Elles permettent de pointer les limites mêmes des catégorisations que l’on pourrait tenter (« seniors », « conditions de travail », etc.) et les risques de cloisonnement associés. Elles permettent aussi de préciser la vitalité de démarches décloisonnées, leurs retombées, et les enseignements que l’on peut en tirer pour les politiques publiques.

RésuméAujourd’hui largement diffusée, la gestion des compétences continue à faire face à trois questions fondamentales. D’abord, celle de la pertinence de son instrumentation : les outils de gestion des compétences restent critiqués pour leur réductionnisme, leur rapide obsolescence et leur manque de fiabilité. Ensuite, celle de son désajustement organisationnel : les pratiques de gestion des compétences semblent souvent faire abstraction des spécificités des contextes organisationnels dans lesquels elles émergent. Enfin, celle de son articulation stratégique : comment comprendre et gérer le lien entre les pratiques de gestion des compétences centrées sur l’individu et un pilotage stratégique de l’entreprise fondé sur ses compétences-clés ? En réponse à ces questions, cette contribution vise à mettre en évidence des configurations cohérentes d’instruments, de contextes organisationnels et de finalités stratégiques susceptibles de sous-tendre les dispositifs de gestion des compétences. L’analyse repose sur sept études de cas menées dans des entreprises contrastées, publiques ou privées et de tailles diverses.L’analyse comparative des cas fait émerger quatre modèles distincts de gestion des compétences : 1- un modèle de la normalisation centré sur des comportements partagés à large échelle et visant l’homogénéisation culturelle; 2- un modèle de la polyvalence permettant l’allocation flexible des ressources humaines au sein d’un périmètre d’activité; 3- un modèle du talent individuel faisant des qualités et aptitudes personnelles génériques la clé de la performance individuelle et collective; 4- et, enfin, un modèle de l’expertise centré sur la maîtrise de compétences techniques complexes et la livraison de prestations à haute valeur ajoutée. Cette modélisation permet de resituer les pratiques de gestion des compétences dans leur contexte organisationnel. Elle clarifie la valeur ajoutée qu’un système de gestion des compétences peut apporter à la réalisation d’une stratégie d’entreprise. Enfin, les choix opérationnels faits dans la construction des référentiels de compétences peuvent être compris et réfléchis à la lumière du modèle retenu., SummaryIt is widely accepted that competency-based management continues to face three acute issues. The first concerns the relevance of its toolkit: competency-based management tools continue to be criticized for their reductionism, rapid obsolescence and lack of reliability. The second issue concerns its organizational maladjustment: competency-based management practices often seem to ignore the specificities of the contexts from which they emerge. Finally, the third issue pertains to its strategic articulation: how to understand and manage the link between competency-based management practices that are centred on the individual and the strategic management of the company based on its core competences? In responding to these issues, this paper aims to highlight the mechanisms, organizational contexts and strategic objectives that are likely to underpin competency-based management practices. The analysis is based on seven case studies conducted within contrasting companies: public and private, and of various sizes.Comparative analysis of these cases allows four distinct competency-based management models to emerge: 1- a standardized model centred around behaviours that are shared on a wide scale and aimed at cultural homogenization; 2- a polyvalent model that allows for the flexible allocation of human resources within an area of activity; 3- an individual talent model that makes generic personal skills and aptitudes the key to individual and collective performance; 4- and, finally, an expertise model centred around technically complex competencies and the delivery of high value-added services. This modelling enables us to situate competency-based management practices in their organizational context. It clarifies the added value that a competency-based management system can bring to the realization of a corporate strategy. Finally, the operational choices that are made in the building of competencies frameworks can be understood and considered in the light of the chosen model., ResumenAmpliamente difundido en este momento, la gestión de competencias continúa de hacer frente a tres cuestiones fundamentales. Primero, la pertinencia de su instrumentación: los útiles de gestión de competencias siguen siendo criticados por su reduccionismo, su rápida obsolescencia y su falta de fiabilidad. Segundo, su desajuste organizacional: las prácticas de gestión de competencias parecen hacer abstracción de manera frecuente de las especificidades de los contextos organizacionales dentro de los cuales éstas emergen. Por último, su articulación estratégica: ¿cómo comprender y dirigir el vínculo entre las prácticas de gestión de competencias centradas en el individuo y un pilotaje estratégico de la empresa basado sobre sus competencias claves? En respuesta a estas cuestiones, esta contribución busca poner en evidencia las configuraciones coherentes de instrumentos, de contextos organizacionales y de finalidades estratégicas susceptibles de servir de base a los dispositivos de gestión de competencias. El análisis reposa en siete estudios de caso llevados a cabo en empresas contrastadas, públicas o privadas y de talla diversa.El análisis comparativo de casos revela cuatro modelos distintos de gestión de competencias: 1- un modelo de la normalización centrado sobre los comportamientos compartidos a gran escala y destinado a la homogenización cultural; 2- un modelo de la polivalencia que permite la asignación flexible de recursos humanos dentro de un perímetro de actividad; 3- un modelo del talento individual que convierte las cualidades y aptitudes personales genéricas en la clave del rendimiento individual y colectivo; 4- y, por último, un modelo de pericia centrado en el control de competencias técnicas complejas y la prestaciones de servicios de alto valor agregado. Esta modelización permite de resituar las prácticas de gestión de competencias en su contexto organizacional. Esto clarifica el valor agregado que un sistema de gestión de competencias puede aportar a la realización de una estrategia de empresa. Para terminar, las decisiones operacionales adoptadas en la construcción de referenciales de competencias pueden ser comprendidas y esclarecidas con el modelo retenido.

[Provides] an overview of how unions have contributed to the intellectual framework of modern democracies in developing concepts of solidarity and group rights. In particular, [the author] writes about how collective bargaining and the right to strike - the key elements of freedom of association - support modern democratic ideals. --Introduction

This article reviews the book, "After Civil Rights: Racial Realism in the New American Workplace," by John D. Skrentny.

The article reviews the book, "Land and Sea: Environmental History in Atlantic Canada," edited by Claire Campbell and Robert Summerby-Murray.

Assesses the 2013 resolution of the House of Commons Standing Committee on Canadian Heritage to conduct a thorough and comprehensive review of significant aspects in Canadian history. Takes note of trends in historiography and comments on the Canadian Historical Association's letter, which called for a balanced and non-partisan approach to the review.

This article reviews the book, "Too Asian: Racism, Privilege, and Post-Secondary Education," ed. by Jeet Heer, Michael C.K. Ma, Davina Bhandar and R.J. Gilmour.

The article reviews the book, "L'interculturalisme. Un point de vue québécois," by Gérard Bouchard.

The article reviews the book, "The Last Plague: Spanish Influenza and the Politics of Public Health in Canada," by Mark Osborne Humphries.

The article reviews the book, "Basements and Attics, Closets and Cyberspace: Exploration In Canadian Women's Archives," edited by Linda M. Morra and Jessica Schagerl.

The late 19th century witnessed an explosion of interest in canoeing as sport, recreation, and leisure in Canada, the United States, and Britain. One of the enduring legacies of the “canoe boom” was the American Canoe Association (ACA), a transnational organization established in 1880 to “unite all amateur canoeists for the purpose of pleasure, health, or exploration.” Annual meet­ings were central to realizing this mission. For two weeks in August, hundreds of enthusiasts from Canada and the United States came together to camp out, socialize, and race canoes. The encampments would not have occurred – or at the very least they would have looked drastically different – without the carpenters, cooks, servers, performers, and general labourers the organization hired to do the heavy work of construction, maintenance, and service. In spite of their importance, these workers exist, at best, on the margins of the official accounts of the meets; in most cases, they are altogether ignored. Recovery of this labouring past is difficult, and admittedly fragmentary. However, it is critical to the history of labour and of sport.

Takes note in this concluding commentary of the papers presented and argues that Stephen Harper was not unlike other prime ministers (e.g., the impact of Pierre Trudeau's 1982 Constitution Act) in his attempts to alter symbols and institutions associated with Canada's national identity. Discusses the resistance to Harper's changes at the national level as well as the criticism of Canada by James Anaya, the UN Special Rapporteur on the Rights of Indigenous Peoples. Concludes that Harper was intent on consolidating a new Conservative power elite.

This paper provides an overview and analysis of three recent decisions on privacy rights by Canada's highest courts, and considers their implications for workplace privacy law, particularly the issue of employer monitoring of employees' e-mail and internet use. In contrast to earlier case law, in which a U.S. -influenced, property-based approach to privacy prevailed, these decisions, in the author's view, signal the emergence of a more meaningful and nuanced conception of workplace privacy. The author further argues that this concep- tion is consistent with a movement (however incremental) towards a model of "privacy self-management" in the workplace, which is characterized by two key principles - proportionality and shared accountability. This model recognizes that, in ensuring a proper measure of privacy protection for employees, work- place parties are under reciprocal affirmative duties. In taking action that may infringe employee privacy, the employer would be required to use means that are rationally related to legitimate business objectives and that are minimally invasive of privacy, as well as to carefully elucidate any applicable policies through the provision of privacy awareness education. Employees, for their part, would be required to accept a share of the responsibility for their own privacy, by clearly indicating to the employer what material or content they consider to be private.

This article reviews the book, "Consuming Modernity: Gendered Behaviour and Consumerism before the Baby Boom," ed. by Cheryl Krasnick Warsh and Dan Malleck.

This article rejects the claim - maintained, until very recently, before the ILO by the International Organisation of Employers (JOE) - that the right to strike is not protected by international law. The author notes that in advan- cing this position, the IDE focused on the interpretation of ILO Convention 87 on freedom of association, which, though it does not specifically address the right to strike, has been read as implicitly including such a right by the ILO's independent Committee of Experts. In his view, regardless of whether or not Convention 87 includes a right to strike, that right is clearly protected by a number of other international law sources, among them the ILO Constitution, the International Covenant on Economic, Social and Cultural Rights, and the International Covenant on Civil and Political Rights. He also describes how the European Court of Human Rights, in developing a normative basis for the right to strike in recent ground-breaking decisions, has relied on a wide range of treaties, including ILO Convention 87. The author emphasizes that the ques- tion has important implications not only for constitutional litigation in Canada (where both the federal and provincial governments have been criticized by the ILO supervisory bodies for their frequent resort to back-to- work legislation), but for basic labour rights globally (such as in Cambodia, where the recent killing of striking workers has underlined the need for universal standards). The paper concludes with a postscript in which the author reflects on two key developments that occurred shortly before this issue of the CLELJ went to press: the Supreme Court of Canada's recognition, in the Saskatchewan Federation of Labour case, of a right to strike under section 2(d) of the Charter of Rights and Freedoms guaranteeing freedom of association; and the concession by the IOE, less than a month after the Supreme Court's decision, that ILO instruments do in fact protect the right to strike.

Introduces four papers given by former PhD students of Bettina Bradbury at a roundtable on the feminist historian at Brock University in May 2014.

This article reviews the book, "Feminist History in Canada: New Essays on Women, Gender, Work, and Nation," edited by Catherine Carstairs and Nancy Janovicek.

Les questions de justice et d’équité dans le management demeurent une préoccupation majeure pour les salariés (Ambrose et Schminke, 2003). Pourtant, en gestion des ressources humaines, l’influence des perceptions de justice organisationnelle sur la motivation intrinsèque au travail, n’a suscité que très peu de recherches (Grenier et al., 2010). Cet article propose justement, d’analyser l’effet différencié des quatre dimensions de la justice organisationnelle sur cette forme de motivation au travail. Il propose aussi de mettre en évidence le rôle de la reconnaissance de la part des supérieurs hiérarchiques dans l’étude de la motivation intrinsèque, mais aussi d’analyser la relation entre la justice et la reconnaissance. Ainsi, le cadre théorique mobilisé dans cette recherche repose sur les apports de la théorie de l’autodétermination (Deci et Ryan, 1985), ceux de la théorie de la justice organisationnelle (Greenberg, 1987) et la littérature sur la reconnaissance (Brun et Dugas, 2002).Pour ce faire, un rappel des fondements théoriques permettant d’établir les liens existant entre ces variables a d’abord été réalisé, afin de montrer comment la justice organisationnelle et la reconnaissance de la part des supérieurs hiérarchiques peuvent favoriser la motivation intrinsèque au travail. Ensuite, des analyses de régressions multiples ont permis de présenter les résultats de l’étude empirique réalisée sur une population de 787 salariés venant de divers secteurs d’activités. Fondée ainsi uniquement sur une enquête par questionnaire, cette étude a permis d’analyser les liens qui pouvaient s’opérer entre ces trois concepts. Il s’avère que la perception de justice organisationnelle, notamment dans la distribution des ressources de l’organisation, dans les relations interpersonnelles et dans les informations communiquées, peut avoir une influence positive sur la motivation intrinsèque au travail. Cet impact de la justice organisationnelle sur la motivation intrinsèque au travail peut aussi être fortement renforcé par la reconnaissance de la part des supérieurs hiérarchiques.

This report builds on the framework and analysis of Made in Canada. As a next step in the research, it focuses on recruitment because that is the stage where the power imbalance between workers and recruiters/employers is greatest, and yet it is the stage with the least effective legal oversight. This research aims to move beyond the now well-worn phrases of “unscrupulous recruiters” and “exorbitant fees” to build a more nuanced understanding of how low-wage migrant workers experience transnational recruitment. It examines the choices workers make (and are forced to make) in seeking work abroad; how recruiters exercise leverage over migrant workers, their families, and communities; why recruitment fees are oppressive; and how a recruitment relationship can undermine workers’ security and their legal rights long after they arrive in Canada. --From introduction.