Can the closed shop ban open new doors for unions?
Article Abstract:
Parliament will soon enact legislation that will put an end to closed shop trade unions. The law will forbid discrimination against non-unionists in hiring, but will continue to allow discrimination against union members. The legislation has implications for management, industrial relations, and union policymakers. Managers and unions have vastly differing opinions concerning this closure: management considers closed shops unenforceable; the Institute of Personnel Management (IPM), which is opposed to the Government's viewpoint, contends union membership frequently makes an organization more orderly in relation to industrial relations. The union is also able to discipline and control its members. Rather than saying closed shops are illegal, Parliament prefers to mimic established race and sex discrimination laws placing the burden on employees to prove their non-union status caused them not to be hired.
Publication Name: Personnel Management
Subject: Human resources and labor relations
ISSN: 0031-5761
Year: 1989
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Changing managers' behaviour through computer simulations
Article Abstract:
Firms interested in fostering organizational change may achieve benefits by using computer-based simulation training. Chase Manhattan Bank has generated positive benefits for its administrative employees using a program by P.A. Consulting Group which has six modules, including: project management; operations management; and production management. The bank has been pleased because P.A.'s program: uses managers' own environments for training; presents learning challenges; and help managers to use proactive resourcing and long-term planning. The bank also likes how participants learn teamwork and how the program reinforces its corporate culture.
Publication Name: Personnel Management
Subject: Human resources and labor relations
ISSN: 0031-5761
Year: 1990
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