{"title":"[ Sans Titre - No Title ]The Story of Work, A New History of Humanity by Jan Lucasssen – a book review","authors":"R. Adams","doi":"10.7202/1101317ar","DOIUrl":"https://doi.org/10.7202/1101317ar","url":null,"abstract":"","PeriodicalId":45927,"journal":{"name":"Relations Industrielles-Industrial Relations","volume":"29 1","pages":""},"PeriodicalIF":0.4,"publicationDate":"2023-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"84315191","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
In a context of weakening social dialogue in general and the legitimacy of trade unions in particular, we propose in this article to take a fresh look at the manager/trade union pairing through a change of perspective. In the framework of an in-depth qualitative research in a French aeronautical industry, we are interested in the daily informal dialogue between middle-managers and union representatives at the shop floor level (Kochan, Katz and McKersie, 1994). This reversal allows us to develop a new perspective on the role and legitimacy of unions in an organisation. To anchor this change of perspective, we will use the concept of relational dialogue (Cunliffe and Eriksen, 2011) to go beyond the traditional approach of social dialogue and to test its effect in another way. We will then show that relational dialogue, which is based on relational quality, a processual approach to dialogue and its polyphonic dimension, enables middle managers to anticipate tensions in teams and improve their managerial decisions. However, this relational dialogue is not perceived positively by the whole organisation, especially by human resources managers, who will try to reduce its impact by implementing management tools that prevent the more informal arbitrations resulting from the dialogue between managers and unions. As part of the recent evolution of IR research, enriched by conceptual frameworks coming from organization studies, this article contributes to test the concept of relational dialogue not between the manager and his employees but with trade union officials. We were thus able to identify the organisational conditions of this dialogue, which had not yet been done. The application of the concept of relational dialogue in an industrial relations situation enriches the pluralist approach by underlining both its potential and the importance of the conditions necessary for this type of dialogue.
{"title":"Managers et syndicats : duel ou duo ?","authors":"Juliette Fronty","doi":"10.7202/1101316ar","DOIUrl":"https://doi.org/10.7202/1101316ar","url":null,"abstract":"In a context of weakening social dialogue in general and the legitimacy of trade unions in particular, we propose in this article to take a fresh look at the manager/trade union pairing through a change of perspective. In the framework of an in-depth qualitative research in a French aeronautical industry, we are interested in the daily informal dialogue between middle-managers and union representatives at the shop floor level (Kochan, Katz and McKersie, 1994). This reversal allows us to develop a new perspective on the role and legitimacy of unions in an organisation. To anchor this change of perspective, we will use the concept of relational dialogue (Cunliffe and Eriksen, 2011) to go beyond the traditional approach of social dialogue and to test its effect in another way. We will then show that relational dialogue, which is based on relational quality, a processual approach to dialogue and its polyphonic dimension, enables middle managers to anticipate tensions in teams and improve their managerial decisions. However, this relational dialogue is not perceived positively by the whole organisation, especially by human resources managers, who will try to reduce its impact by implementing management tools that prevent the more informal arbitrations resulting from the dialogue between managers and unions. As part of the recent evolution of IR research, enriched by conceptual frameworks coming from organization studies, this article contributes to test the concept of relational dialogue not between the manager and his employees but with trade union officials. We were thus able to identify the organisational conditions of this dialogue, which had not yet been done. The application of the concept of relational dialogue in an industrial relations situation enriches the pluralist approach by underlining both its potential and the importance of the conditions necessary for this type of dialogue.","PeriodicalId":45927,"journal":{"name":"Relations Industrielles-Industrial Relations","volume":"217 1","pages":""},"PeriodicalIF":0.4,"publicationDate":"2023-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"83625280","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Résumé La question de la représentation collective des cadres a été remise à l’ordre du jour récemment, à la suite de l’initiative de l’Association des cadres de la Société des casinos du Québec ainsi que de l’Association professionnelle des cadres de premier niveau d’Hydro-Québec, qui ont obtenu l’autorisation du Tribunal administratif du travail de se constituer en syndicats, malgré le statut de cadre de leurs membres. Cette décision, qui a été confirmée en février 2022 par la Cour d’appel du Québec, soulève de nombreux questionnements sur le futur de la représentation collective de cette catégorie de travailleurs. Cet article entend contribuer à la réflexion sur ce thème, en mettant en lumière les attentes qu’entretiennent les cadres du secteur parapublic québécois à propos de leurs associations représentatives et de leurs modes d’action. Pour ce faire, nous mobilisons des résultats provenant de deux recherches réalisées auprès de cadres du secteur de la santé et des services sociaux, membres de l’AGESSS, et du secteur de l’éducation, membres de l’AQCS. Ces cadres expriment leur accord face à d’éventuelles modifications de l’encadrement législatif de leurs relations de travail. Cela dit, ils ne manifestent pas pour autant une volonté de se syndiquer
{"title":"Les attentes des cadres du secteur parapublic québécois à l’égard de leur représentation collective","authors":"François Bolduc, Jean-Noël Grenier","doi":"10.7202/1101310ar","DOIUrl":"https://doi.org/10.7202/1101310ar","url":null,"abstract":"Résumé La question de la représentation collective des cadres a été remise à l’ordre du jour récemment, à la suite de l’initiative de l’Association des cadres de la Société des casinos du Québec ainsi que de l’Association professionnelle des cadres de premier niveau d’Hydro-Québec, qui ont obtenu l’autorisation du Tribunal administratif du travail de se constituer en syndicats, malgré le statut de cadre de leurs membres. Cette décision, qui a été confirmée en février 2022 par la Cour d’appel du Québec, soulève de nombreux questionnements sur le futur de la représentation collective de cette catégorie de travailleurs. Cet article entend contribuer à la réflexion sur ce thème, en mettant en lumière les attentes qu’entretiennent les cadres du secteur parapublic québécois à propos de leurs associations représentatives et de leurs modes d’action. Pour ce faire, nous mobilisons des résultats provenant de deux recherches réalisées auprès de cadres du secteur de la santé et des services sociaux, membres de l’AGESSS, et du secteur de l’éducation, membres de l’AQCS. Ces cadres expriment leur accord face à d’éventuelles modifications de l’encadrement législatif de leurs relations de travail. Cela dit, ils ne manifestent pas pour autant une volonté de se syndiquer","PeriodicalId":45927,"journal":{"name":"Relations Industrielles-Industrial Relations","volume":"11 1","pages":""},"PeriodicalIF":0.4,"publicationDate":"2023-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"80522562","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
This study is about the impact of discriminatory job loss (DJL) on individual attitudes. It is based on interviews with 36 academics who were inequitably and involuntarily fired, and aggressively and punitively discriminated against. We extend previous research on workplace discrimination by exploring the effects of discriminatory job loss on a skilled workforce and by going beyond the job loss itself to examine coping mechanisms, resilience and post-traumatic growth. We found that gratitude, patience and optimism or pessimism about one’s future and career were leading individual factors in the ability to cope with discriminatory job loss. Such coping mechanisms, and their roles in resilience and post-traumatic growth, were described to us by academics in Turkey and abroad. Summary This study of DJL (discriminatory job loss) is a contribution to the literature on job loss and workplace discrimination. In particular, we aim to improve understanding of the psychological outcomes of job loss and termination while exploring their specific causes. Unlike previous studies, this one shows a hidden, unknown and veiled side of DJL, as changes in attitudes are hard to notice, or in some cases unnoticeable, until individuals act or speak out. We extend previous workplace discrimination research by exploring the effects of discriminatory job loss on skilled workers and by providing a broader perspective that includes positive aspects, such as resilience and post-traumatic growth. We found that gratitude, patience and optimism or pessimism about one’s future and career were leading determinants of the ability to cope with discriminatory job loss. Among academic victims of DJL, the ability to cope was key
{"title":"Resilience and Post-Traumatic Growth after Discriminatory Job Loss: The Case of Academics Dismissed after Turkey’s 2016 Coup","authors":"Erhan Atay, S. Bayraktaroglu","doi":"10.7202/1101315ar","DOIUrl":"https://doi.org/10.7202/1101315ar","url":null,"abstract":"This study is about the impact of discriminatory job loss (DJL) on individual attitudes. It is based on interviews with 36 academics who were inequitably and involuntarily fired, and aggressively and punitively discriminated against. We extend previous research on workplace discrimination by exploring the effects of discriminatory job loss on a skilled workforce and by going beyond the job loss itself to examine coping mechanisms, resilience and post-traumatic growth. We found that gratitude, patience and optimism or pessimism about one’s future and career were leading individual factors in the ability to cope with discriminatory job loss. Such coping mechanisms, and their roles in resilience and post-traumatic growth, were described to us by academics in Turkey and abroad. Summary This study of DJL (discriminatory job loss) is a contribution to the literature on job loss and workplace discrimination. In particular, we aim to improve understanding of the psychological outcomes of job loss and termination while exploring their specific causes. Unlike previous studies, this one shows a hidden, unknown and veiled side of DJL, as changes in attitudes are hard to notice, or in some cases unnoticeable, until individuals act or speak out. We extend previous workplace discrimination research by exploring the effects of discriminatory job loss on skilled workers and by providing a broader perspective that includes positive aspects, such as resilience and post-traumatic growth. We found that gratitude, patience and optimism or pessimism about one’s future and career were leading determinants of the ability to cope with discriminatory job loss. Among academic victims of DJL, the ability to cope was key","PeriodicalId":45927,"journal":{"name":"Relations Industrielles-Industrial Relations","volume":"105 1","pages":""},"PeriodicalIF":0.4,"publicationDate":"2023-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"78615424","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Research objective: This article examines the sustainability of communities of practice (CoP), which are typically considered through deterministic approaches, using the theoretical framework of the commons. By analogy, this article proposes to analyze CoPs as organizations and organizing. This approach should identify the internal conditions for the reproduction of a CoP. The objective of this research is thus to understand the conditions of self-organization and sustainability of a CoP. Methodology: To do so, we use a mixed methodology. After a qualitative study of several months observing and analyzing two CoPs, we rely on a quantitative study of seven CoPs within a company, MUTUALIS. A questionnaire analyzing the organization and organizing of CoPs was sent to members. 76 responses were retained and analyzed with SMART PLS. Contribution: While this article identifies the potential for internal reproduction of CoPs and therefore sustainability, it also emphasizes that this remains partial through instrumental use. The more instrumental it is, the more CoPs minimize their organizational reproduction and self-organization. To overcome this limit, the framework of the commons ultimately proposes an integrative approach to the organization of a self-organized collective action that leads us to think about democratization at a multi-level scale. Finally, this study demonstrates the imperative of a more general organizational transformation of the company that cannot be reduced to sporadic devices or communities.
{"title":"Éclairage par le commun des conditions organisationnelles pour la pérennité des communautés de pratique","authors":"Kévin Pastier, Victor Combes, M. Dalmas, F. Silva","doi":"10.7202/1101314ar","DOIUrl":"https://doi.org/10.7202/1101314ar","url":null,"abstract":"Research objective: This article examines the sustainability of communities of practice (CoP), which are typically considered through deterministic approaches, using the theoretical framework of the commons. By analogy, this article proposes to analyze CoPs as organizations and organizing. This approach should identify the internal conditions for the reproduction of a CoP. The objective of this research is thus to understand the conditions of self-organization and sustainability of a CoP. Methodology: To do so, we use a mixed methodology. After a qualitative study of several months observing and analyzing two CoPs, we rely on a quantitative study of seven CoPs within a company, MUTUALIS. A questionnaire analyzing the organization and organizing of CoPs was sent to members. 76 responses were retained and analyzed with SMART PLS. Contribution: While this article identifies the potential for internal reproduction of CoPs and therefore sustainability, it also emphasizes that this remains partial through instrumental use. The more instrumental it is, the more CoPs minimize their organizational reproduction and self-organization. To overcome this limit, the framework of the commons ultimately proposes an integrative approach to the organization of a self-organized collective action that leads us to think about democratization at a multi-level scale. Finally, this study demonstrates the imperative of a more general organizational transformation of the company that cannot be reduced to sporadic devices or communities.","PeriodicalId":45927,"journal":{"name":"Relations Industrielles-Industrial Relations","volume":"62 1","pages":""},"PeriodicalIF":0.4,"publicationDate":"2023-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"89486108","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
{"title":"[ Sans Titre - No Title ]Moulin, Stéphane (éd.). 2021. Perceptions de justice et santé au travail. L’organisation à l’épreuve. Collection Inégalité et justice sociale. Presses de l’Université Laval.210 pages ISBN : 978-2-7637-5475-8","authors":"J. Dompierre","doi":"10.7202/1101318ar","DOIUrl":"https://doi.org/10.7202/1101318ar","url":null,"abstract":"","PeriodicalId":45927,"journal":{"name":"Relations Industrielles-Industrial Relations","volume":"113 1","pages":""},"PeriodicalIF":0.4,"publicationDate":"2023-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"73294646","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
We examined how home-based teleworkers perceived managerial control in an Italian context in order to gain insight into some of the organizational changes brought on by the COVID-19 pandemic. Drawing on studies of changes to managerial control over the past few decades, we show how workers have experienced the reconfiguration and hybridization of control practices and methods in home telework. Our results cast doubt on the widely held belief that telework is revolutionizing managerial control and work procedures. Organizational and power dynamics at work are key to determining how telework affects employee experiences. Summary We investigated the impact of the COVID-19 pandemic on labour relations, specifically by examining how teleworkers perceived control within various occupations in an Italian context. Telework has long been touted as having the power to displace traditional managerial control structures in favour of less hierarchical forms of supervision. However, scholars are still divided over whether it promotes greater employee autonomy or, on the contrary, results in greater managerial control. Research has frequently been influenced by specific circumstances. In earlier decades, the low prevalence of telework encouraged neither thorough research nor the ability to compare various organizational structures. Additionally, there has been a long-standing tendency to treat teleworkers as a homogeneous group, with little regard for within-group differences. Disparities among workers and among organizations can lead to inconsistent results. Our study was conducted mainly during the first waves of the pandemic in Italy, with a view to understanding if, how, to what extent and on what basis telework modifies managerial control processes and systems. We looked at how workers experienced managerial control in various occupations that differ in organizational form and managerial culture
{"title":"Transformed or Transferred? How Workers Perceive Managerial Control over Home Telework. Some Insights from an Italian Case","authors":"Francesco E. Iannuzzi, Francesco Campolongo","doi":"10.7202/1101313ar","DOIUrl":"https://doi.org/10.7202/1101313ar","url":null,"abstract":"We examined how home-based teleworkers perceived managerial control in an Italian context in order to gain insight into some of the organizational changes brought on by the COVID-19 pandemic. Drawing on studies of changes to managerial control over the past few decades, we show how workers have experienced the reconfiguration and hybridization of control practices and methods in home telework. Our results cast doubt on the widely held belief that telework is revolutionizing managerial control and work procedures. Organizational and power dynamics at work are key to determining how telework affects employee experiences. Summary We investigated the impact of the COVID-19 pandemic on labour relations, specifically by examining how teleworkers perceived control within various occupations in an Italian context. Telework has long been touted as having the power to displace traditional managerial control structures in favour of less hierarchical forms of supervision. However, scholars are still divided over whether it promotes greater employee autonomy or, on the contrary, results in greater managerial control. Research has frequently been influenced by specific circumstances. In earlier decades, the low prevalence of telework encouraged neither thorough research nor the ability to compare various organizational structures. Additionally, there has been a long-standing tendency to treat teleworkers as a homogeneous group, with little regard for within-group differences. Disparities among workers and among organizations can lead to inconsistent results. Our study was conducted mainly during the first waves of the pandemic in Italy, with a view to understanding if, how, to what extent and on what basis telework modifies managerial control processes and systems. We looked at how workers experienced managerial control in various occupations that differ in organizational form and managerial culture","PeriodicalId":45927,"journal":{"name":"Relations Industrielles-Industrial Relations","volume":"8 1","pages":""},"PeriodicalIF":0.4,"publicationDate":"2023-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"86255367","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
This article aims to understand the emergence and development of inclusive human resource management (HRM) in SMEs. The concept of inclusion refers to the professional fulfillment and recognition of employees (Bonneveux et al. , 2020). This form of HRM has an integrative aim insofar as it offers the possibility of improving collaboration, particularly between the manager and his employees. In this perspective, we have mobilized in an original way Mauss's logic of gift, coupled with the literature on HRM in SMEs in order to propose a new reading grid. Based on the emblematic case of an SME, a longitudinal qualitative study was conducted over a period of 8 years. The results underline the gap between the expected counter-gifts and those actually provided by the manager, which ultimately condition the employees' adoration. This imbalance in the relationship leads to the construction of an inclusive HRM.
本文旨在了解包容性人力资源管理(HRM)在中小企业中的产生和发展。包容性的概念是指员工的职业实现和认可(Bonneveux et al.， 2020)。这种形式的人力资源管理有一个综合的目标，因为它提供了改善协作的可能性，特别是在经理和他的员工之间。在这一视角下，我们以独创的方式调动了Mauss的天赋逻辑，结合中小企业人力资源管理的相关文献，提出了一个新的阅读网格。基于某中小企业的典型案例，进行了为期8年的纵向定性研究。研究结果强调了预期的反礼物与经理实际提供的礼物之间的差距，这最终决定了员工的崇拜程度。这种关系的不平衡导致了包容性人力资源管理的构建。
{"title":"Bâtir une GRH inclusive en PME au travers des relations de don/contre-don entre dirigeant et salariés","authors":"Ludivine Adla, V. Gallego-Roquelaure","doi":"10.7202/1101312ar","DOIUrl":"https://doi.org/10.7202/1101312ar","url":null,"abstract":"This article aims to understand the emergence and development of inclusive human resource management (HRM) in SMEs. The concept of inclusion refers to the professional fulfillment and recognition of employees (Bonneveux et al. , 2020). This form of HRM has an integrative aim insofar as it offers the possibility of improving collaboration, particularly between the manager and his employees. In this perspective, we have mobilized in an original way Mauss's logic of gift, coupled with the literature on HRM in SMEs in order to propose a new reading grid. Based on the emblematic case of an SME, a longitudinal qualitative study was conducted over a period of 8 years. The results underline the gap between the expected counter-gifts and those actually provided by the manager, which ultimately condition the employees' adoration. This imbalance in the relationship leads to the construction of an inclusive HRM.","PeriodicalId":45927,"journal":{"name":"Relations Industrielles-Industrial Relations","volume":"20 1","pages":""},"PeriodicalIF":0.4,"publicationDate":"2023-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"84730976","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
D. Peetz, Sean O'Brady, Johanna Weststar, Amanda Coles, M. Baird, R. Cooper, S. Charlesworth, A. Pyman, Susan Ressia, G. Strachan, Carolyn Troup
This study examines how the COVID-19 pandemic and ensuing university management control strategies have influenced higher education workers’ job security, stress and happiness. The primary quantitative and qualitative data are drawn from a survey of fourteen universities across Australia and Canada, supplemented by secondary research. The analysis examines institutional and worker responses to the pandemic, and resulting conflict over financial control at the macro (sector), meso (university) and micro (individual) levels. At the macro level, university responses were shaped by public policy decisions at both national and subnational layers of the state, and the higher education sector in both countries had a distinctly neoliberal form. However, Australian universities were exposed to greater financial pressure to cut job positions, and Australian university management might have been more inclined to do so than Canadian universities overall. Different institutional support for unionism at the macro level influenced how university staff were affected at the meso and micro levels. Restructuring at the universities across both countries negatively impacted job security and career prospects, in turn leading to reduced job satisfaction and increased stress. Although working from home was novel and liberating for many professional staff, it was a negative experience for many academic staff. Our analysis demonstrates that the experiences of university staff were influenced by more than the work arrangements implemented by universities during the COVID-19 pandemic. The approaches of universities to job protection, restructuring and engagement with staff through unions appeared to influence staff satisfaction, stress and happiness. Our findings extend the literature that documents how university staff routinely challenge neoliberalization processes in a variety of individual and collective actions, particularly in times of crisis. We argue that theorization of struggles over control of labour should be extended to account for struggles over control of finance. Abstract We studied 14 universities across Canada and Australia to examine how the COVID-19 crisis, mediated through management strategies and conflict over financial control in higher education, influenced workers’ job security and affective outcomes like stress and happiness. The countries differed in their institutional frameworks, their union density, their embeddedness in neoliberalism and their negotiation patterns. Management strategies also differed between universities. Employee outcomes were influenced by differences in union involvement. Labour cost reductions negotiated with unions could improve financial outcomes, but, even in a crisis, management might not be willing to forego absolute control over finance, and it was not the depth of the crisis that shaped management decisions.
{"title":"Control and Insecurity in Australian and Canadian Universities during the COVID-19 Pandemic","authors":"D. Peetz, Sean O'Brady, Johanna Weststar, Amanda Coles, M. Baird, R. Cooper, S. Charlesworth, A. Pyman, Susan Ressia, G. Strachan, Carolyn Troup","doi":"10.7202/1091588ar","DOIUrl":"https://doi.org/10.7202/1091588ar","url":null,"abstract":"This study examines how the COVID-19 pandemic and ensuing university management control strategies have influenced higher education workers’ job security, stress and happiness. The primary quantitative and qualitative data are drawn from a survey of fourteen universities across Australia and Canada, supplemented by secondary research. The analysis examines institutional and worker responses to the pandemic, and resulting conflict over financial control at the macro (sector), meso (university) and micro (individual) levels.\u0000 At the macro level, university responses were shaped by public policy decisions at both national and subnational layers of the state, and the higher education sector in both countries had a distinctly neoliberal form. However, Australian universities were exposed to greater financial pressure to cut job positions, and Australian university management might have been more inclined to do so than Canadian universities overall. \u0000 Different institutional support for unionism at the macro level influenced how university staff were affected at the meso and micro levels. Restructuring at the universities across both countries negatively impacted job security and career prospects, in turn leading to reduced job satisfaction and increased stress. Although working from home was novel and liberating for many professional staff, it was a negative experience for many academic staff.\u0000 Our analysis demonstrates that the experiences of university staff were influenced by more than the work arrangements implemented by universities during the COVID-19 pandemic. The approaches of universities to job protection, restructuring and engagement with staff through unions appeared to influence staff satisfaction, stress and happiness.\u0000 Our findings extend the literature that documents how university staff routinely challenge neoliberalization processes in a variety of individual and collective actions, particularly in times of crisis. We argue that theorization of struggles over control of labour should be extended to account for struggles over control of finance.\u0000 \u0000 Abstract\u0000 \u0000 We studied 14 universities across Canada and Australia to examine how the COVID-19 crisis, mediated through management strategies and conflict over financial control in higher education, influenced workers’ job security and affective outcomes like stress and happiness. The countries differed in their institutional frameworks, their union density, their embeddedness in neoliberalism and their negotiation patterns. Management strategies also differed between universities. Employee outcomes were influenced by differences in union involvement. Labour cost reductions negotiated with unions could improve financial outcomes, but, even in a crisis, management might not be willing to forego absolute control over finance, and it was not the depth of the crisis that shaped management decisions.","PeriodicalId":45927,"journal":{"name":"Relations Industrielles-Industrial Relations","volume":"64 1","pages":""},"PeriodicalIF":0.4,"publicationDate":"2022-08-29","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"81132787","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
{"title":"Thomas Piketty. Capital and Ideology, translated by Arthur Goldhammer, Harvard University Press, Cambridge MA, 2020, 1093 p., ISBN 9780674980822","authors":"F. Hanin","doi":"10.7202/1091596ar","DOIUrl":"https://doi.org/10.7202/1091596ar","url":null,"abstract":"","PeriodicalId":45927,"journal":{"name":"Relations Industrielles-Industrial Relations","volume":"8 1","pages":""},"PeriodicalIF":0.4,"publicationDate":"2022-08-29","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"89482802","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
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