Summary:
This is a collection of case studies that deal with important changes in employment relationships over the past 20 years. High-performance systems, for example, have been introduced in many operations, and unions have engaged management much more actively at the strategic level of the business. Other changes not envisioned two decades ago include competitive pressures stemming from new technologies and a demanding global environment that triggered substantial restructuring and downsizing. These eight case studies accompanied by interpretative chapters provide a rich source of data and insights on the journey many industries are undertaking.
Author biographies:
Anil Verma is a Professor of Industrial Relations and Human Resource Management at the University of Toronto, where he holds a joint appointment at the Rotman School of Management and the Centre for Industrial Relations. He is a past President of the Canadian Industrial Relations Association and a member of the Executive Board of the International Industrial Relations Association.
Richard P. Chaykowski is Associate Professor of Industrial Relations at Queen's University in Kingston, Ontario. He was a co-founder and is currently the Co-chair of the Advisory Board of the Canadian Workplace Research network.
Reviews:
“These valuable case studies offer real insight into what is happening inside firms as they respond to the pressures to restructure. This is both timely and pertinent for those who must meet the challenge of change.”
Peter Cappelli, Professor,
Wharton School of Business,
University of Pennsylvania
“A comprehensive collection/analysis of modern industrial relations in key Canadian industries during the recent period of unprecedented change. The book contains invaluable lessons for today's IR practitioner and policy maker dedicated to the pursuit of effective industrial relations.”
Warren Edmondson,
Assistant Deputy Minister, Labour and Head of the
Federal Mediation and Conciliation Service
“This volume provides the rich, case-based evidence practitioner and policy makers need as they seek to learn how to build sustainable and effective labor-management partnerships. All persons committed to this objective will benefit from the rich array of experiences the authors document.”
Thomas A. Kochan,
George M. Bunker Professor of Management,
Sloan School of Management, M. I. T.
“What happens to labour-management relations when companies undergo dramatic restructuring? These case studies provide a much needed update of our understanding of this complex set of relationships, by documenting the experience of many of Canada 's largest firms and unions in the 1990s.”
Judith Maxwell, President,
Canadian Policy Research Networks
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