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This chapter deals with the question of whether labour standards are less relevant or more relevant for the new world of work which is vastly different from the old world of work when most labour standards were first established. The various rationales for labour standards are first outlined. This is followed by a discussion of the changing pressures in the labour market that emanate from various forces: the pressures affecting employers and hence their demand for labour; the changing nature of the supply of labour; changes in forms of employee representation and the legal and regulatory environment in which the parties operate; and changes in the workplace and human resource practices within firms. These pressures lead to a changing role and need for labour standards, generally increasing the need, but also tending to reduce the ability of governments to provide such standards. Some illustrative evidence of the impact of specific labour standards is outlined, followed by a discussion of labour standards in developing and emerging economies. The paper concludes with a discussion of possible elements of smart regulation in this area to deal with the difficult trade-off between the increased need for labour standards confronting the reduced ability of governments to provide such standards.

This article outlines a playbook for labour policies to deal with novel shocks such as COVID-19. The labour-related characteristics of such shocks are outlined, with special attention to whether and how they require labour market policy responses that are different from the conventional policies. Elements of a playbook for dealing with the crisis, as well as coming out of it, are outlined. They include having a first-responder policy team in place; acting quickly but flexibly; determining early the novel versus permanent nature of the shock; keeping people in their existing jobs; co-ordinating across other departments and jurisdictions; balancing active labour market policy versus passive income support; co-ordinating with other departments and jurisdictions; having information on lessons from previous shocks; anticipating conflicts; and planning for the recovery with an exit strategy. Although the playbook is illustrated with examples related to COVID-19, it applies to other novel shocks.

Abstract.  The paper outlines the main empirical procedures that are used to document the male‐female wage differential and the extent to which it reflects discrimination. It then discusses the evidence on male‐female wage differentials – their existence, the extent to which they reflect discrimination, their changes over time and the factors that influence the gap. Particular attention is paid to more recent studies that control for a wider range of conventionally unobserved factors. Theoretical perspectives are then outlined, focusing on the issue of how discriminatory wage differentials can survive given the forces of competition. The impacts of policy initiatives are also discussed.

Issues pertaining to age discrimination in employment in Canada are analyzed with a view toward highlighting lessons that may be learned from the Canadian experience—an experience that is taking on increased policy importance. Reasons for the increased attention to age discrimination issues are outlined, followed by a portrayal of the age discrimination legislation and court interpretations in Canada, especially as they pertain to mandatory retirement. Enforcement aspects are discussed, as is the evidence on age discrimination in employment and the effectiveness of legislation with respect to age discrimination and mandatory retirement. The article concludes with a discussion of the lessons to be learned from the Canadian experience, especially with respect to the poorly understood but complicated relationship between age discrimination and mandatory retirement. Policy recommendations for strengthening age discrimination legislation are also outlined. (JEL J14, J24, J71)