PowerPoint
Presentation for
Industrial Relations in
Canada
Fourth Edition
Adapted by
Bui Petersen
Memorial University of
Newfoundland
1-1
Chapter 1
INTRODUCTION
Poll
Which of the following is NOT one of the internal
inputs in the industrial relations system model?
A. Values
B. Profit
C. Strategies
D. Power
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Learning Objectives
After reading this chapter, you should be able to
• identify the similarities and differences among such terms as
labour relations, human resources, employment relations, and
industrial relations
• describe a systems framework that can be used to assess and
understand industrial relations issues
• discuss the differing views in the field of industrial relations
• understand how this textbook is structured to follow the
industrial relations system framework
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Ontario College Strike
• Faculty of Ontario colleges were on strike for five weeks.
• Faculty were on strike on issues related to pay, job
security, and part-time employment.
• The strike was ended with back-to-work legislation with
remaining issues to be solved by binding arbitration.
• Students were offered refund if they left their program
and could apply for up to $500 in refunds for expenses
resulting from the strike.
© 2021 NELSON EDUCATION LTD. 1-5
Ontario College Strike
• Students were offered
refunds if they left their
program and could apply
for up to $500 in refunds
for expenses resulting
from the strike.
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Key
Terminology
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Important Terms in
Industrial Relations
Strike:
◦ An action by workers in which they cease to perform
work duties and do not report to work
Precarious Employment:
◦ Employment with limited security, lower wages, and less
protection
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Important Terms in
Industrial Relations
Human Resources Management:
Employee
Relations
• The study of the employment
relationship between employers
and individual employees
Human
Resources Employee Relations:
Management
• The study of the employment
Labour Industrial
Relations Relations relationship between employers
and individual employees,
usually in non-union settings
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Important Terms in
Industrial Relations
Industrial Relations:
Employee
Relations • The study of employment
relationships and issues, often in
unionized workplaces
Human
Labour Relations:
Resources
Management • The study of employment
relationships and issues between
Labour Industrial
Relations Relations groups of employees (usually in
unions) and management; also
known as union–management
relations
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Important Terms in
Industrial Relations
Union:
Collective
Agreement
• A group of workers recognized by law who
collectively bargain terms and conditions
of employment with their employer
Collective Agreement:
Unio • A written document outlining the terms
and conditions of employment in a
n unionized workplace
Collective Bargaining:
• The process by which management and
Collective labour negotiate the terms and conditions
Bargaining
of employment in a unionized workplace
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IR Today 1.2
Precarious Employment, Youth
and the Gig Economy
• Trend of precarious employment started during
recessions during the 1990s; caused by low
demand for labour and high unemployment
• Initially concentrated in less-skilled occupations
• Over 20% of Canadian professionals precariously
employed; about 60% women
• Trend often referred to as the “gig” economy
• Sources suggest most employers plan to increase
use of non-traditional employment
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Systems
Models
DUNLOP MODEL
CRAIG MODEL
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Dunlop’s Industrial
Relations System Model
Actors Shared Ideology
Dunlop’s Industrial
Relations System
Model
Contexts Web of Rules
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Four Key Features
Actors:
Shared
Actors Ideology • Specialized government
agencies
Dunlop’s
Industrial
• Hierarchy of managers
Relations
System Model and their representatives
• Hierarchy of workers and
Web of their representatives
Contexts Rules
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Four Key Features
Shared Ideology:
Shared • Set of ideas and beliefs
Actors Ideology held by the actors
Dunlop’s
• Helps to bind or integrate
Industrial
Relations
the system together
System Model
• It defines the role and
function of each of the
Web of actors and required that
Contexts Rules all actors respect and
value the roles of others
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Four Key Features
Contexts:
Shared
Actors Ideology • Environmental factors that
influence actors, including
Dunlop’s
Industrial
• market/budgetary constraints
Relations
System Model • workplace and work
community constraints
Web of • distribution of power in the
Contexts Rules larger society
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Four Key Features
Web of Rules:
Shared
Actors Ideology • Outlines the rights and
responsibilities of the
Dunlop’s
actors
Industrial
Relations
System Model
• Include
• procedural
Web of • substantive
Contexts Rules • distributive
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Criticisms of the Dunlop
Model
• Descriptive
• Lacks ability to predict outcomes/relationships
• Underestimates importance of power and
conflict in employment relationship
• Is static
• Cannot explain rapid decrease in unionization,
especially in the U.S.
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Craig’s Industrial
Relations System Model
• Developed to explain the Canadian context for
industrial relations
• A type of systems model
Inputs Processes Outputs
Feedback Loop
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Craig’s Industrial
Relations System Model
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Craig’s Industrial
Relations System Model
External Inputs:
• Legal subsystem
• Economic subsystem
• Ecological subsystem
• Political subsystem
• Sociocultural subsystem
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Craig’s Industrial
Relations System Model
Actors:
• Labour (employees and their associations)
• Employers and their associations
• Government and associated agencies
• End user of the service/product
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Craig’s Industrial
Relations System Model
Internal Inputs:
• Values
• Goals
• Strategies
• Power
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Craig’s Industrial
Relations System Model
Conversion Mechanisms:
• Processes actors use to convert internal and
external inputs into outputs
◦ collective bargaining
◦ grievances
◦ day to day relations–communication
◦ conflict resolution mechanisms (e.g., grievances)
◦ third-party interventions (e.g., arbitration)
◦ joint committees
◦ strikes/lockouts
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Craig’s Industrial
Relations System Model
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Craig’s Industrial
Relations System Model
Outputs:
• Employer outcomes
• Labour outcomes
• Worker perceptions
• Conflict/conflict resolution
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Views of
Industrial
Relations
NEOCLASSICAL ECONOMICS VIEW
P LU RA L I S T A N D I N S T I T U T I O N A L V I E W
H U M A N R E S O U RC E S / S T RAT E G I C C H O I C E
POLITICAL ECONOMY
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Views of Industrial
Relations
• An interdisciplinary field
• economics
• law
• history
• sociology, psychology
• political science
• Results in different views of IR
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Views of Industrial
Relations
Neoclassical Economics View
• Grounded in economics
• Sees unions as an artificial barrier to the free
market
• Outlined by Gunderson (1988)
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Views of Industrial
Relations
Pluralist and Institutional View
• View of IR stressing the importance of strong institutions
and multiple actors (including labour) in the employment
relationship
• Sees labour unions as a countervailing force that
attempts to balance the interests of employers and
employees
• Traditionally has been the predominant view of industrial
relations in Canada
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Views of Industrial
Relations
Human Resources/Strategic Choice
• Movement away from unionization toward non-
unionized employment relationships
• Link human resources strategies and practices to
the firm’s overall business strategy
• These strategies often designed to foster cooperation
between employees and employers
• Minimizes the need for unionization
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Views of Industrial
Relations
Political Economy
• Based in the fields of sociology and political
science
• Stresses inherent conflict between labour and
management
• More prevalent in Europe
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Overview of the Text
Dynamics of
IR
Outputs • Chapter 12
• Chapter 11 • Public-sector
Conversion • Impact of issues
Mechanisms unionization
Actors • Chapters 7–10
• Chapters 5–6 • Negotiation
External • Labour • Administration
Inputs • Management • Conflict
• Chapters 1–4 resolution
• Labour history • Third-party
• Legal interventions
• Economic
• Other inputs
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End-of-Chapter
Questions and Activities
Use the discussion questions and exercises
to become more familiar with
◦ the meaning of terms associated with industrial
relations
◦ the different components of the industrial
relations system
◦ the various views of industrial relations
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