Employee Relations: An International Journal

Harris, John

1989 Employee Relations: An International Journal

doi: 10.1108/01425458910133978

This is the first of two articles which describes the operation ofthird party intervention in New Zealand. It explores the changes thathave occurred to union registration the Labour Court and ComplianceOrders brought about by the introduction of the Labour Relations Act of1987. The article also examines some of the implications of the Act onthe practice of industrial relations.

Hyman, J.; Ramsay, H.; Leopold, J.; Baddon, L.; Hunter, L.C.

1989 Employee Relations: An International Journal

doi: 10.1108/01425458910133941

There has been a considerable amount of interest in employee shareownership schemes in the last few years, and this has been mirrored byan increase in publications relating to the subject. However, theauthors argue that this literature leaves much to be desired, inparticular in its implicit assumption that management and employeeinterests will converge with share ownership. The evidence from two oftheir case studies indicates a divergence between management objectivesand employee responses. It also suggests that trade union attitudes toshare ownership may be changing as well.

Knight, Thomas R.; McPhillips, David C.

1989 Employee Relations: An International Journal

doi: 10.1108/01425458910133996

The scope and extent of collective bargaining over technologicalchange in Canada is analysed. The public policy context in Canada iscompared with that of the United States. Data on collective agreementprovisions regarding notice of technological change, income andemployment security, training, and joint unionmanagement technologycommittees are reported. These include variations in provisionfrequencies across Canadian jurisdictions, industries and bargainingunit structures. Canadian labours responses to the effects and uses ofmicroelectronic technology are addressed. It is concluded that, althoughCanadian unions have negotiated significantly more anticipatory contractprovisions than exist in the US, widespread coverage of technologicalchange remains a goal in collective bargaining. This is especially trueregarding the health and control issues raised by microelectronictechnologies.

Marchington, Mick; Parker, Philip; Prestwich, Alan

1989 Employee Relations: An International Journal

doi: 10.1108/01425458910134003

There is little doubt that team briefing represents an increasinglyextensive technique for employee involvement in British organisations.The problems and tensions which arose in three different establishmentswith their systems for team briefing are presented and a number ofconcerns about the way in which it is practised are highlighted. It issuggested that team briefing may not be appropriate for allorganisations, and that much depends on factors peculiar to the companyor service in question.