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The research predicts which public school teachers are likely to resign their union membership since agency fees were found unconstitutional in Janus v. AFSCME. We compare teachers in right-to-work states with comprehensive collective bargaining laws with teachers in former agency shop states, using unique district-teacher matched data constructed from the School and Staffing Survey. We find that teachers who are male, Hispanic, part-time, with alternative certification, work either in charter schools or in schools with more students qualifying for free lunches are more likely to become nonunion. Teachers who are black, work under a collective bargaining, have post-graduate degrees, are more experienced, work in larger schools or in areas with a higher cost of living, perceive more school problems or a poor school climate, work in an elementary school, or teach special education are more likely to remain union members now that agency shop provisions are unenforceable.

The purpose of the paper is to report on an in‐depth study of “pay‐rolling” agencies. Pay‐rolling agencies are a particular form of employment intermediaries through which employers attempt to bypass statutory obligations concerning workers' benefit entitlements and trade union rights, simply by paying workers through an agency. The paper was prompted by the growing amount of anecdotal evidence suggesting proliferation of pay‐rolling agency systems in Pakistan.

The paper involved a total of 97 interviews were undertaken in six case studies across three industrial sectors with employees, employers, agency and union officials and industry specialists.

Findings revealed sufficient evidence on the use of pay‐rolling agencies. The results confirmed the anecdotal evidence that some employment agencies are not truly genuine. The evidence suggested that there is a growing trend for agencies to be simply a sham arrangement, refuting the notion that temporary agency work has only been a natural and inevitable response to changes in the economy.

The paper furthers the understanding of the motives and characteristics of agency employment beyond the conventional model of genuine agency work.

The purpose of this paper is to explore the consequences of a managerial approach to renewal for a union’s behaviour by analysing the UK’s fourth largest trade union – The Union of Shop, Distributive and Allied Workers (USDAW).

The findings draw on in-depth semi-structured interviews with union officials.

The research findings show the significance of a managerialist approach to UDSAW’s renewal strategy and its correlation with existing renewal strategies of organising and partnership. However, this approach was not immune to context, with tensions between agency and articulation challenging the basic concept of managerialism and influencing union behaviour.

The data were collected from a single case with a small sample size.

The authors’ findings suggest that tensions between bureaucracy and democracy will mediate the extent to which managerialist approaches can be used within unions adding support to the strategic choice theory and underlying arguments that unions can influence their fortune. However, institutional and external pressures could see managerialism becoming more prevalent, with oligarchic and bureaucratic forces prevailing, which could be particularly applicable to unions operating in challenging contexts, such as USDAW. The managerialisation of unions has consequences for union officers; with officers facing increasing pressure in their roles to behave as managers with attendant implications for role conflict, identity and motivation.

If managerialism is becoming more prevalent with unions, with oligarchic and bureaucratic forces prevailing, this has potentially wider societal implications, whereby collectivism and worker-led democracy could become scarcer within unions and the workplace, thus irretrievably altering the nature of the employment relationship.

This paper brings together disparate themes in the literature to propose a conceptual framework of three key elements of managerialism: centralised strategies; performance management and the managerialisation of union roles. The authors’ findings demonstrate how there is scope for unions to adopt a hybrid approach to renewal, and to draw upon their internal resources, processes and techniques to implement change, including behavioural change. Consequently, theories and empirical studies of union renewal need to better reflect the complexities of approaches that unions are now adopting and further explore these models within the agency and articulation principles that underpin the nature of unions.

Using data from the 2013 European Company Survey, this chapter operationalizes the representation gap as the desire for greater employee involvement in decision-making expressed by the representative of the leading employee representative body at the workplace. According to this measure, there is evidence of a substantial shortfall in employee involvement in the European Union, not dissimilar to that reported for the United States. The chapter proceeds to investigate how the size of this representation gap varies by type of representative structure, information provided by management, the resource base available to the representatives, and the status of trust between the parties. Perceived deficits are found to be smaller where workplace representation is via works councils rather than union bodies. Furthermore, the desire for greater involvement is reduced where information provided the employee representative on a range of establishment issues is judged satisfactory. A higher frequency of meetings with management also appears to mitigate the expressed desire for greater involvement. Each of these results is robust to estimation over different country clusters. However, unlike the other arguments, the conclusion that shortfalls in employee involvement representation are smaller under works councils than union bodies is nullified where trust in management is lacking.

Warren S. Stone, President of the Brotherhood of Locomotive Engineers, when asked, at the height of the anti‐union open shop movement of the 1920s, what labor thought of the churches, said “…labour does not think very much of Iabor.”

Aims to trace the legal bases for the protection of fundamental rights in the European Community and the European Union, but looks here at internal policy only. Though there was no basis in the Treaty of Rome (1957) for human rights, the European Court of Justice has declared that fundamental human rights are enshrined in the general principles of Community law and thereby protected by the Court. Investigates the Charter, in full, herein

This chapter addresses the political process of Venezuelan industrial relations and the consequences of this process for the worker’s movement. In the 1960s and 1970s, Venezuela was considered an emblem of political stability and consensus among the elite (Ellner, 1993, p. xvii). These were times of 90% electoral participation and growth of the labor movement. In the 1990s, however, signs of dissension among the elite and substantial growth of poverty began to appear, and the decade ended with the bloodiest popular explosion in the modern history of the country, known in Spanish as the “sacudón” or “caracazo.” This event left the country traumatized after witnessing exceptional violence toward public and private property by the poorest citizens, eventually leaving a balance of more than a thousand lives lost after the intervention of the army, called to quell the vandalism that had overflowed to civil and police forces.

Tourism and hospitality employment have long faced widely recognised challenges with regard to employment, its workforce and the workplace environment, issues that have been addressed by generations of policymakers and practitioners without evident success or solution. These wicked problems are frequently characterised by inherent paradoxes and, therefore, accepting the tenets of paradox theory provides the basis for recognising the need to accept contradictions as a reality which a search for solutions will not resolve. This chapter presents six examples of wicked problems in tourism and hospitality employment, which are underpinned by paradoxes as proxies for the much wider range of intractable problems that beset policy-making and practice in this vital area of tourism and hospitality. The chapter concludes by suggesting ways in which wicked problems can be accommodated, and stakeholders can learn to understand and live with paradoxes.

There is more to primary care than solely medical and nursing services. Models of Child Health Appraised (MOCHA) explored the role of the professions of pharmacy, dental health and social care as examples of affiliate contributors to primary care in providing health advice and treatment to children and young people. Pharmacies are much used, but their value as a resource for children seems to be insufficiently recognised in most European Union (EU) and European Economic Area (EEA) countries. Advice from a pharmacist is invaluable, particularly because many medicines for children are only available off-label, or not available in the correct dose, access to a pharmacist for simple queries around certain health issues is often easier and quicker than access to a primary care physician or nursing service. Preventive dentistry is available throughout the EU and EEA, but there are few targeted incentives to ensure all children receive the service, and accessibility to dental treatment is variable, particularly for disabled children or those with specific health needs. Social care services are an essential part of health care for many extremely vulnerable children, for example those with complex care needs. Mapping social care services and the interaction with health services is challenging due to their fragmented provision and the variability of access across the EU and EEA. A lack of coherent structure of the health and social care interface requires parents or other family members to navigate complex systems with little assistance. The needs of pharmacy, dentistry and social care are varied and interwoven with needs from each other and from the healthcare system. Yet, because this inter-connectivity is not sufficiently recognised in the EU and EEA countries, there is a need for improvement of coordination and with the need for these services to focus more fully on children and young people.

The purpose of this paper is to investigate the role of exogenous factors in the strategic performance of construction companies. A conceptual model is proposed where strategic performance is influenced by a two‐dimensional construct composed of market conditions and strategic alliances.

A questionnaire survey was administered to 73 construction companies. Structural equation modeling was used to analyze the data and test the hypothesis that strategic performance is impacted by exogenous factors. The individual constructs used in the study passed the internal reliability test, all factor loadings were statistically significant at α=0.05, all goodness of fit indices consistently indicated a good fit, and the hypothesized path coefficient was large and significant at α=0.05.

The hypothesis was supported by the data and analysis. Indeed, macro‐economic, political, legal, socio‐cultural conditions and the level of competition and demand are expected to impact differentiation strategies, and market/project/partner selection strategies. The quality of the relationships with government agencies and clients is expected to influence client/project/market selection strategies, while the quality of the relationships with labor unions may affect the ability to differentiate by using innovative construction methods, materials and equipment.

It is likely that endogenous factors such as company resources, capabilities and project management competencies also impact strategic performance. But the study is confined only to the exogenous factors of market conditions and strategic alliances.

The findings of the study benefit construction company executives in that they make the executives more cognizant of the market environment and they draw the executives' attention to the importance of alliances with other parties. While market conditions are beyond the control of construction executives, relationships with other parties are somewhat within their sphere of influence.

Only a few studies have ever investigated non‐financial measures to assess the effectiveness of company strategies. Also, exogenous factors which are unavoidable in a project environment were also rarely discussed in the construction management literature. The originality of this study is that it uses non‐financial measures to assess the effects of exogenous factors on strategic performance.