No description available.

No description available.

No description available.

Thesis (Ph. D.)--Catholic University of America, 1943. / Includes bibliographical references (p. 230-234).

Thesis (Ph. D.)--Catholic University of America, 1943. / Includes bibliographical references (p. 230-234).

Thesis (Ph.D.)--University of California, Berkeley, 1994. / Includes bibliographical references (leaves 354-392).

Thesis (Ph. D.)--Miami University, Dept. of Political Science, 2006. / Title from second page of PDF document. Includes bibliographical references (p. 216-251).

No description available.

Este trabalho analisa os conflitos entre Estado, burguesia industrial e classe trabalhadora em torno da Lei de Férias. Aprovada em 1925, a medida foi duramente criticada pelo empresariado brasileiro, que não mediu esforços na hora de descumpri-la. A classe trabalhadora, que aparentemente não tinha essa como uma de suas grandes bandeiras de reivindicação, passou a exigir o cumprimento desse direito e a se organizar cada vez mais para tal. O Estado brasileiro, por sua vez, sobretudo após 1930, ao mesmo tempo em que legislava cada vez mais sobre as relações laborais no país, não garantia correspondente fiscalização, o que era percebido tanta pelos patrões quanto pelo operariado. Os escritos de cada um desses atores, suas denúncias, estratégias coletivas e especialmente a forma como se davam as diversas greves ocorridas no período aqui analisado (que vai até 1935, momento em que eclodem inúmeras paredes no Brasil) nos ajudam a reconstituir a história das disputas pelo direito a 15 dias de férias remuneradas no país. / This thesis analyzes the conflicts between state, industrial bourgeoisie and the working class around the Annual Leave. Approved in 1925, the measure was strongly criticized by Brazilian businessmen, which made every effort at the time to tease it. The working class, which apparently did not have this as one of its major claiming flags, began to enforce this right and to organize itself for it. The Brazilian government, in turn, especially after 1930, while legislated increasingly on working relations in the country, did not guaranteed a corresponding security inspection, which was perceived by employers as much as the working class. The writings of each of these actors, their complaints, collective strategies and especially the way the different strikes occurred in the period analyzed here (which runs until 1935, at which hatch numerous strikes in Brazil) help us to reconstruct the history of struggles over the right to 15 days of paid vacation in the country.

This study explored the relationship between management and the union in an Eastern Cape Public Sector Department. The study employed both qualitative and quantitative research tools to collect information from the respondents, who gave a view on their experiences of what the relationship is, and how it could be improved. The sample consisted of members of management and union executives, across employment levels. Both statistical and thematic analysis were used to analyse data from questionnaires and semi-structured interviews. The literature review defined the concept of trade unionism, management and trade union relationship in the workplace, and different frames of reference of the labour relations system. From the literature review it is noted that management and union relationships are more of a formal arrangement in the workplace; as such government, has developed tools to assist in this regard. Although that is not the case in the Department it is noted that the informal arrangement in the relationship between management and union is ‘working’ to some extent. Quality and sustainability of that, however, is questionable. The findings indicate that most members of management acknowledge the existence of the relationship between management and the union, but they are dissatisfied, as most members are not part of the engagements with the union. They are also of the view that it is in favour of the union. Unions on the other hand, view the existing relationship as working in favour of one union instead of the union collective. The union which finds favour is satisfied, and the other is not. It is recommended that the management and union engagement be formalized in order for the Department to work with unions in a more structured, professional manner, which would be inclusive of other members of management who feel left out. Not only that, but management would also be able to engage with the union as a collective, and not as an individual union.