””

Queen's University IRC

Menu

September 1997

Managing the Contingent Work Force: Lessons for Success

Human Resources / By

Many employers are scaling down their regular fulltime, full-year work force and increasing their use of contingent workers to reduce labour costs and meet the fluctuating demands of the global marketplace. But if a contingent work force strategy is to succeed, employers must take steps to alleviate the well-documented negative impact of contingent work on worker health. If employers do not do so, their savings may be offset by a decrease in productivity and in work quality.

Alternative Dispute Resolution

Labour Relations / By

Where once Alternative Dispute Resolution (ADR) referred to an alter­native to the courts, ADR in the field of labour relations is increasingly being referred to as an alternative to arbitration. The objectives of ADR and the newly emerging Internal Dispute Resolution (IDR) are to settle disputes prior to having to go to binding arbitration over which the parties have little control. ADR and IDR are recognized as giving the parties greater direct voice in fashioning remedies and more timely settlements.

A Framework for a Formal Mentoring Program

Human Resources / By

Mentoring is an ancient concept that experienced a renaissance about a decade ago (Goodson 1992, 19). Mentorships are relationships which provide guidance, support, a role model, and a confidante (known as a mentor) for junior organizational members (known as protégés). An effective mentoring relationship is one in which both mentor and protégé develop a productive level of intimacy, enabling the protégé to learn the ropes and adapt to organizational expectations (Burke and McKeen 1989, 1).

Scroll to Top