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This thesis describes the introduction into Canada, from the United States, of the Cooperative Wage Study (CWS) - a scheme of joint union-management job evaluation for the removal of wage rate inequities in the steel industry. it is especially concerned with the impact of the CWS programme upon the structure of industrial relations in this industry, and with the aims and objectives of both the union and management regarding it. A comparison of the origins of the plan in both the U.S.A. and Canada is made and a survey of the development of the programme carried out in two basic steel plants in Ontario. An evaluation of the results is attempted in the light of the original objectives, together with an assessment of the importance of CWS as an industrial relations technique. / Thesis / Master of Arts (MA)

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This field study investigated the relationship among behavioral and perceptual measures of the Leader-Member Exchange (LMX) relationship and organizational outcome variables. The major purposes of this study were to determine: (1) the extent to which the dyad is the appropriate level of analysis for the examination of manager-subordinate relationships, (2) which objectively observed managerr behaviors are important in defining negotiating latitude, the most commonly used measure of LMX, and (3) whether these behaviors or traditional self-reports of negotiating latitude better predict organizational outcome variables. Two hundred ninety-two manager-subordinate dyads from 18 work groups in a manufacturing plant were observed by trained research assistants and completed questionnaires. Measures included observed manager behaviors defined by the Operant Supervisory Taxonomy and Index (OSTI), subordinates' absence rates, and managers' and subordinates' perceptions of subordinates' satisfaction (general satisfaction, satisfaction with supervisor, growth satisfaction, work satisfaction, coworker satisfaction), subordinate's intent to withdraw, and negotiating latitude (NL). Within and between analysis I (WABA I) indicated the manager-subordinate dyad as the appropriate level of analysis for NL, general satisfaction, satisfaction with supervisor, growth satisfaction, work satisfaction, coworker satisfaction, and turnover intent. WABA II revealed significant dyadic relationships between NL and all measures of satisfaction as well as turnover intent. Bivariate regression analysis revealed a significant relationship between negotiating latitude and absenteeism. Multiple regression analysis showed manager behaviors (i.e., antecedents) predicted negotiating latitude. However, multiple regression failed to reveal that manager behaviors predicted measures of satisfaction, turnover intent, or absenteeism. Finally, hierarchical regression revealed that manager behaviors (i.e., consequences) added to the predictive ability of negotiating latitude for general satisfaction. However, the addition of manager behaviors to negotiating latitude using hierarchical regression failed to produce a significant change in R-square for any other outcome variables. / Ph. D.

Selection of management personnel in industry is a difficult task, and one with important consequences. The job of the manager is composed of a multitude of skills and this tends to make evaluation or prediction of job performance more difficult (Odiorne and Miller, 1966). The consequences of poor selection decisions in management positions ray be costly for a company in increased turnover, reduced productivity or effectiveness, or in poor management decisions. One approach to the problem of management selection is the use of simulations of on-the-job situations. Exercises can be developed to provide a sample of typical work situations and candidates for selection can demonstrate the skills that they possess by attempting to deal with the problems presented by the simulated work situations. Simulations allow us to look at an individual's performance in a lifelike situation without placing the individual on the job and the resultant consequences for the company if the man fails to perform well. It is the purpose of this study to look at one type of simulation exercise, the in-basket technique (Frederiksen, 1962), and how performance on this type of exercise is affected if individuals. Prior to taking the exercise, are coached on its content by other individuals that have already completed the exercise.

No / This paper focuses on the employment practices of both multinational corporations (MNCs) and large national competitors in the German fast‐food industry, such as Burger King, Pizza Hut, Nordsee, McDonald’s, Churrasco and Blockhaus. The paper poses a number of questions. Have the activities of MNCs affected the employment practices of national companies? Are companies adopting union exclusion policies and if so why and to what extent? Does the “country of origin effect” help explain the activities of MNCs? What changes are evident in workers’ terms and conditions and how effective are statutory systems of employee representation in practice? The findings suggest that Anglo‐Saxon‐based MNCs are more likely to adopt anti‐works council and non‐union policies in the sector, suggesting that MNCs may indeed be able to transfer their management practices across borders, imposing their employer‐based systems with little regard for German institutional arrangements.

No / This paper is based on a comparative study of the UK and German operations of the McDonald’s Corporation. The main focus of the paper is the interaction between multinational enterprises (MNEs) and the German system of co-determination. Commentators have suggested that industrial relations practices in host countries are particularly difficult for MNE’s to avoid because they are so deeply embedded in societal frameworks. However, there are also opposing global pressures for MNEs to impose their industrial relations practices across national borders in order to transmit ‘best practice’ to their subsidiaries. Ferner and Edwards (1995) suggest that Germany is something of a ‘test case’ for MNEs because of the strength of its legislative underpinning and institutional arrangements. Most analysis on the German system of co-determination has suggested that it is only small and medium-sized firms which avoid or undermine the German system (Lane, 1989). However, evidence brought together in this study suggests that along with other large companies and MNEs of different origins and across different industries, McDonald’s have been able to take advantage of weaknesses in regulation in the German system of co-determination. The paper puts forward a typology of possible ‘avoidance strategies’ within the German system.

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