scholarly journals Pay Equity and Arbitral Restrictions under the Public Service Employee Relations Act

1969 ◽  
pp. 690
Author(s):  
Ian B. McKenna
Keyword(s):  
Public Service ◽  
Employee Relations ◽  
Pay Equity ◽  
Service Employee ◽  
The Public ◽  
Public Service Employee

scholarly journals Arbitrability Restrictions in Action

2005 ◽  
Vol 47 (2) ◽  
pp. 279-299
Author(s):  
G. England ◽  
I. McKenna
Keyword(s):  
Collective Bargaining ◽  
Public Service ◽  
Service Sector ◽  
Employee Relations ◽  
Hospital Workers ◽  
Bargaining Process ◽  
Service Employee ◽  
Public Service Employee

The authors test a number of hypotheses as to the possible impact on the collective bargaining process of section 48 of the Alberta Public Service Employee Relations Act which declares non-arbitrable a broad range of management rights items. This study compares the collective bargaining relationship for two units of hospital workers and examines the Crown Service sector.

Comparable Worth: The Problematic Politicization of a Public Personnel Issue

1987 ◽  
Vol 16 (1) ◽  
pp. 23-36 ◽  
Author(s):  
Brent S. Steel ◽  
Nicholas P. Lovrich
Keyword(s):  
State Government ◽  
Public Service ◽  
Washington State ◽  
Comparable Worth ◽  
Employee Behavior ◽  
Pay Equity ◽  
Equity Issue ◽  
The Public ◽  
Federal Workforce ◽  
Made In

The issue of comparable worth arose as a result of the discovery of serious gender inequities in the operation of the compensation system of Washington State government. Subsequent developments elsewhere have further added to the salience of the pay equity issue. In the context of this highly charged political context, what attitudes toward pay and compensation do women in the public service tend to hold? On the basis of employee surveys conducted in both the State of Washington and among the U.S. federal workforce, findings are reported that suggest that women are less likely to be dissatisfied with their pay than men. The implications of these findings are discussed, both with respect to the future politicization of the comparable worth issue and the proper assumptions to be made in conceptualizing the motivational basis of public employee behavior.

scholarly journals The State as Employer and the Civil Service

2014 ◽  
Vol 18 (3) ◽  
pp. 318-333
Author(s):  
S.J. Frankel
Keyword(s):  
Public Service ◽  
Civil Service ◽  
The State ◽  
Employee Relations ◽  
The Public ◽  
The Difference

Summary In this paper, the author deals with the civil service rather than the public service. The two terms are not mutually exclusive, nor is the difference between them always clear. But a distinction can and should be made from the standpoint of employer-employee relations.

Personnel reduction and growth, innovation, and employee optimism about the long-term benefits of organizational change

2020 ◽  
pp. 002085232093453
Author(s):  
Jeannette Taylor
Keyword(s):  
Organizational Change ◽  
Public Service ◽  
Change Process ◽  
Employee Outcomes ◽  
Work Unit ◽  
Service Employee ◽  
The Relationship ◽  
Public Service Employee

What do employees think when their organization’s change programme has led to a growth or reduction in the number of employees in their work unit or workgroup? While we take for granted that employees generally do not respond well to organizational initiatives that reduce the number of personnel, we are less certain about their response to organizational efforts that raise the number of personnel. Using the Australian Public Service Employee Census, containing over 24,600 responses, this research finds that employees’ exposure to a major organizational change that raises or reduces the number of personnel in their workgroup is related to two employee outcomes: (1) implementation of innovation-related change in their workgroup; and (2) optimism about the long-term benefits of the change on their workgroup’s performance. Innovation-related change also moderates the relationship between personnel-related change and optimism about the long-term benefits of change. Points for practitioners Employees who experience a reduction in the number of personnel in their workgroup may pursue innovation. When employees experience personnel growth in their workgroup, those who implement innovation report higher levels of optimism about organizational change than those who do not implement innovation. Finally, how well leaders manage the change process during personnel-related change can shape the employee implementation of innovation and optimism about organizational change.

scholarly journals Report on Employer-Employee Relations in the Public Service of Canada

2005 ◽  
Vol 29 (4) ◽  
pp. 786-803 ◽  
Author(s):  
Jacob Finkelman
Keyword(s):  
Public Service ◽  
Employee Relations ◽  
The Public ◽  
Legislative Change ◽  
Service Staff ◽  
Staff Relations

In this article, the author explains the rationale behina the Finkelman report which contains many proposals for legislative change in the Public Service Staff Relations Act„ Some of the key recommendations are discussed but substantial consideration is also given to the constraints the committee had to deal with.

scholarly journals Collective Bargaining in the Public Services of Canada

2005 ◽  
Vol 32 (2) ◽  
pp. 234-249 ◽  
Author(s):  
John c. Anderson ◽  
Thomas A. Kochan
Keyword(s):  
Collective Bargaining ◽  
Public Service ◽  
Public Services ◽  
Employee Relations ◽  
The Public ◽  
Parliamentary Committee ◽  
Federal Public Service ◽  
Empirical Investigations

This paper examines the existing System of collective bargaining in the Public Service of Canada and the legislative suggestions of the Parliamentary Committee on Employer-employee Relations in the Public Service in light of the results of two major empirical investigations of collective bargaining in the federal public service of Canada.

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