Industrial Relations in Canada: Chapter 1

A work stoppage where employees refuse to perform their duties and don't go to work.

A situation where workers have limited job security, earn lower wages, and have fewer protections.

The process of determining the terms and conditions of employment through negotiations between unions and employers.

The study of relationships between employers, employees, and unions.

A system where different elements interact and influence each other. Used to understand industrial relations issues.

A group of workers organized to improve wages, working conditions, and job security through collective bargaining.

A method of resolving labor disputes where a neutral third party makes a binding decision.

Legal restrictions preventing employers from firing workers without just cause.

The study of the employment relationship between employers and individual employees.

The study of the employment relationship between employers and employees, typically in non-unionized settings.

The study of employment relationships and issues between groups of employees (usually in unions) and management; also known as union-management relations.

A group of workers recognized by law who collectively bargain terms and conditions of employment with their employer.

A written document outlining the terms and conditions of employment in a unionized workplace.

A type of work where individuals are hired on a project or task basis, often through online platforms.

A model of industrial relations that focuses on the interactions between actors, contexts, and shared ideologies.

Key actors involved in Dunlop's model of industrial relations: management, workers, and government agencies.

Contextual factors that influence industrial relations, such as technology, laws, and economic conditions.

A set of ideas and beliefs held by actors in an industrial relations system, helping to integrate the system.

Environmental factors that influence actors in an industrial relations system, including market constraints, workplace conditions, and societal power dynamics.

A framework outlining the rights and responsibilities of actors in an industrial relations system, encompassing procedural, substantive, and distributive rules.

A model of industrial relations developed by John T. Dunlop, focusing on the interaction between actors, ideology, contexts, and rules.

Criticisms of Dunlop's model include: Limited predictive power, underestimation of conflict and power, static nature, and inability to explain declining unionization.

A model of industrial relations that focuses on the inputs, processes, and outputs of the Canadian industrial relations system, incorporating a feedback loop.

Factors that influence the industrial relations system, such as economic conditions, political climate, and social trends.

The activities and interactions within the industrial relations system, such as collective bargaining, conflict resolution, and government regulation.

External factors influencing the operation of an industrial relations system. These include aspects of law, economy, environment, politics, and societal culture.

Key players in the industrial relations system. They include employees, unions, employers, employer associations, government agencies, and end users.

Internal elements that shape how companies manage labor relations. These include the company's values, goals, strategies, and power dynamics.

The mechanisms used to convert internal and external inputs into outputs. These include processes like collective bargaining, grievance handling, communication, conflict resolution, mediation, arbitration, strikes, and lockouts.

The outcomes of interactions between actors in the industrial relations system. These include employer outcomes, employee outcomes, worker perceptions, and the presence or lack of conflict.

A view of industrial relations that originated in economics and sees labor unions as distorting the free market.

This approach to industrial relations recognizes different perspectives from various disciplines.

Different perspectives on industrial relations can be understood and applied by considering the broader context, including the influence of various disciplines.

This approach emphasizes the role of institutions and various actors (like unions and employers) in employment relationships. It sees unions as a balancing force for employee interests.

This viewpoint focuses on the natural conflict between workers and management, rooted in sociological and political science ideas.

This focuses on moving away from unions and towards non-unionized employment models. It emphasizes aligning HR practices with a company's overall business strategies to promote collaboration between workers and employers.

This is the dominant view in Canada, highlighting the importance of institutions like unions and emphasizing the need for balancing the interests of employers and employees.

This view promotes cooperation between employees and employers to minimize the need for unionization. HR strategies are designed to improve employee relations and alignment with company goals.

These are the primary factors that influence industrial relations, like labor history, legal frameworks, and economic conditions, setting the stage for the dynamics between employers and employees.

These refer to the actors involved in the IR system, like employees, unions, and management, who interact and shape the dynamics through their actions.

These are the mechanisms through which actors interact and influence the IR system, like collective bargaining, negotiation, administration, and conflict resolution.