The 1980s have been a decade of experimentation in work organization, compensation systems, and labor-management relations. These experiments represent efforts to increase productivity and improve firm financial performance. Many of these innovations seek to tap worker knowledge and energy in the service of these goals. It is the purpose of this paper to describe the nature of these efforts, and to document their growth and significance in both the union and nonunion sectors.
Union and Management
This paper was written from the perspective of Don Taylor, who was able to work in every part of Canada with union people – both leaders and members – many of whom had been involved in the Congress of Industrial Organizations (CIO) from its beginnings in this country. He felt that there were too few written memoirs of the experiences of those whose deeds didn't conform to accepted heroic traditions or dramatic conventions, but who enjoyed the great priviledge of working for a good cause in pursuit of noble principles.
The papers in this volume reflect these diverse and contradictory trends and patterns in Canadian industrial relations in the 1980s in the face of what some observers believe is "a fundamentally altered economic and public policy environment." The purpose of these papers was to assess the state of industrial relations in the 1980s and to determine whether recent developments signal a fundamental change in Canadian industrial relations, as some commentators have argued.
This paper was presented at the 36th Annual Conference of the Association of Labor Relations Agencies, held in Albany, New York, July 26-31, 1987. Labour movements in Canada and the United States have much in common and close historical ties. They are bound together by a common continental heritage, interdependent product and labour markets, and a similar labour relations framework in the two countries.
The purpose of this paper is to examine in more detail the nature and scope of two-tier wage systems in a Canadian context. The plan of the paper is as follows: first, it will examine the form which two-tier settlements have taken and provide some data on their prevalence. Second, it will examine possible legal implications of two-tier agreements, and in particular, whether a union which agrees to a lower wage rate for new hires risks violating its duty of fair representation. The final section assesses the long-term viability of two-tier wage systems.
This paper analyzes the methods by which settlements were arrived at in more than 1400 Ontario collective agreements during the years 1970-1973 and discusses some of the implications of these patterns. The analysis is based on information published jointly by the Federal and Ontario Departments of Labour, covering settlements involving more than 250 employees in industries other than construction.
This is a reprint of the closing keynote address presented at the special one-week Industrial Relations Seminar of the Industrial Relations Centre, Queen's University on October 22-27, 1972. The author is Judge, District Court, District of Parry Sound and Chairman, Ontario Labour-Management Arbitration Commission. Judge Little is well known for his valuable contributions as chairman of arbitration boards and as a member of various public bodies in the field of Canadian industrial relations.
The purpose of this paper is to study the key determinants of the union status of workers in Canada and to evaluate the relative significance of labour market segmentation by gender, in explaining the lower incidence of unionization among Canadian women. Using a unique micro data set, this study assesses the respective roles of demographic/human capital factors and the industry-occupation of employment in explaining gender differences in union membership in Canada.
The collective agreement is the basic corner-stone of collective bargaining in North America. From its beginning the problem of making the provisions of collective agreements binding on the parties who entered into them has been a major concern of unions, employers, employees and increasingly of public authorities.