China's changing workplace: dynamism, diversity and disparity
In: Routledge contemporary China series, 66
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In: Routledge contemporary China series, 66
World Affairs Online
In: Australian economic history review: an Asia-Pacific journal of economic, business & social history, Band 47, Heft 3, S. 249-277
ISSN: 1467-8446
State wage‐fixation tribunals developed quite particular patterns of basic wage fixation during the Depression. They declined to follow the Commonwealth Court's 10 per cent wage cut, thereby confining its effect to about half the workforce and creating distinctly different State and Commonwealth basic wage patterns in each capital city. Further, tribunals' uneven patterns of basic wage adjustment to deflation meant that in some states, the real State basic wage increased. Patterns of state institutional behaviour and state politics therefore help explain the stickiness of real average wage levels during the Depression.
In: Labour history: a journal of labour and social history, Heft 93, S. 127
ISSN: 1839-3039
In: Labour history: a journal of labour and social history, Heft 65, S. 115
ISSN: 1839-3039
In: Australian economic history review: an Asia-Pacific journal of economic, business & social history, Band 33, Heft 1, S. 49-72
ISSN: 1467-8446
In: Australian journal of public administration, Band 48, Heft 2, S. 139-145
ISSN: 1467-8500
Abstract: Direct employment on public works (or day labour) was a powerful symbol of the possibilities for reform within capitalism in the early years of this century. It promised not only more work at times of high unemployment, but better conditions of employment. Further, there was the possibility of labourers, through their unions, having much greater control of their working lives.The major political battles were over whether governments should use day labour or contract. But, for the labourers themselves, the question of the nature of the administration of day labour became an increasingly important one. A sympathetic administration, such as that under E.W. O'Sullivan, not only meant great practical benefits for labourers; it served also as an example of what was possible through developing an alternative model of dealing with capitalist crises.However, in the case where a Labor government was unwilling to challenge the weight of traditional bourgeois economic thinking, day labour lost any pretence of being either model employment or a symbol for the future. In 1910–16, when labourers already had raised expectations of what day labour promised, such administration meant a growing alienation of labourers and their unions from the Holman Government and from Labor's parliamentary road in general.
In: Labour & industry: a journal of the social and economic relations of work, Band 2, Heft 1, S. 97-118
ISSN: 2325-5676
In: Labour history: a journal of labour and social history, Heft 56, S. 43
ISSN: 1839-3039
In: Jane's defence weekly: JDW, Band 9, Heft 24, S. 1236
ISSN: 0265-3818
World Affairs Online
In: Labour history: a journal of labour and social history, Heft 55, S. 39
ISSN: 1839-3039
In: International journal of human resource management, Band 27, Heft 18, S. 2017-2033
ISSN: 1466-4399
In: Labour & industry: a journal of the social and economic relations of work, Band 22, Heft 3, S. 255-274
ISSN: 2325-5676
In: International journal of human resource management, Band 21, Heft 12, S. 2173-2193
ISSN: 1466-4399
In: Labour history: a journal of labour and social history, Heft 95, S. 223
ISSN: 1839-3039
In: Employee relations, Band 26, Heft 3, S. 238-254
ISSN: 1758-7069
Examines two leading cases of Austrian organisations providing employee self‐rostering for work‐family balance, a little‐reported area of employment relations innovation. These cases highlight that such schemes can be successful for managements and employees even in highly routine, mechanised production environments. Asks what sorts of factors encourage management to adopt such schemes and whether different factors encourage their retention over time. In both cases, external environmental factors, internal environmental adaptation and management's embrace of high commitment strategies all influenced managerial decision making. However, these three sets of factors operated in different degrees and in different sequences between the two cases. In neither case was the institutional environment of any real importance.