Solution Manual for Labour Relations 5th by Suffield

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ISBN-13:  9780135355008

Author: Suffield; Gannon

This is the eBook of the printed book and may not include any media, website access codes, or print supplements that may come packaged with the bound book. Labour Relations, Fifth edition, has been written to provide a practical text for labour relations, industrial relations and collective bargaining courses. Labour relations is framed within a four-phased dynamic process: (i) a discontented workforce looking for an external advocate; (ii) union organizing and certification; (iii) collective bargaining; and (iv) contract administration. The book also recognizes the importance of key actors in this process: employers, unions and governments, all of whom are influenced by a challenging external environment. Globalization, demographics, economic cycles, technological innovation, societal views and other environmental factors pose threats and opportunities for these key actors.

Table of Contents:

1. 1 Introduction to Labour Relations
2. Defining Labour Relations, Industrial Relations and Employee Relations
3. HRM Professionals and Labour Relations
4. Labour Relations Issue 1-1 Labour Relations Questions
5. The Employment Relationship in Non-union and Union Settings
6. The Employment Relationship
7. Key Considerations 1-1 Non-union vs. Unionized Workplaces
8. The Development of Unions and Labour Relations in Canada
9. Key Considerations 1-2 Events in the Development of Labour Relations
10. Early Unions
11. Entry and Influence of International Unions
12. Early Labour Legislation and the Rise of Industrial Unions
13. Public-Sector Unionization
14. Frameworks for Labour Relations
15. Industrial Relations Systems Approach—John Dunlop
16. Key Considerations 1-3 Elements of Dunlop’s IR Systems Model
17. “Open-system” Industrial Relations—Alton Craig
18. Political Economy Approach
19. Overview of This Book
20. 2 The Environment
21. Economic Environment
22. Macroeconomic Environment
23. Government Economic Policy
24. Industry and Firm-Level Demand
25. Other Economic Trends Affecting Labour Relations
26. Technology
27. Demographics
28. Social Environment
29. Political Environment
30. Labour Relations Issue 2-1 What Are Your Values and Beliefs Relating to Unions?
31. Divided Jurisdiction
32. Legal Environment
33. Human Rights Legislation
34. Key Considerations 2-1 Possible Measures to Accommodate
35. Key Considerations 2-2 Factors Determining Undue Hardship
36. Labour Relations Issue 2-2 When Is a Discriminatory Requirement a BFOR?
37. The Canadian Charter of Rights and Freedoms
38. 3 Employers: Objectives, Processes and Strategy
39. Management Objectives and Processes
40. Efficiency or Productivity
41. Control
42. Employer Labour Relations Strategy
43. Factors Affecting an Employer’s Labour Relations Strategy
44. Possible Employer Strategies
45. Strategies of Canadian Employers
46. Importance of Labour Relations Strategy
47. Alternative HR Strategies or Approaches to HR Management
48. High-Performance Work Systems
49. Key Considerations 3-1 Policies and Practices for a High-Performance Work System
50. Employee Relations Programs
51. Employee Communications
52. Key Considerations 3-2 Best Practices in Employee Communications
53. Staff Recognition Programs
54. Employee Involvement
55. Forms of Employee Involvement
56. Employee Involvement Under the Collective Agreement
57. Employee Involvement Outside of the Collective Agreement
58. Labour Relations Issue 3-1 Employee Involvement – Joint Union–Management Committees
59. Further Considerations for Employee Involvement Programs
60. Outcomes of Employee Involvement
61. Key Considerations 3-3 A Progressive Discipline Framework
62. Diversity Management
63. 4 Unions: Objectives, Processes and Structure

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