First published in 1991, Rethinking Labour-Management Relations explores how the contemporary system of industrial relations developed and outlines proposals for a better alternative.
The book examines the positives and negatives of three systems of industrial relations: a freely operating market for labour where workers bargain individually with employers; a strike-based system of collective bargaining; and, a compulsory arbitration system. It discusses how the strike replaced individual bargaining, highlighting the deficiencies in these respective systems and presenting arbitration as the more efficient and effective way of settling disputes. In doing so, the book emphasises the role of the parties involved in finding solutions and considers how government intervention could be kept to a minimum.
Exploring a wealth of literature relating to compulsory arbitration systems around the world and formulating a set of criteria for establishing the best possible form of arbitration, Rethinking Labour-Management Relations will appeal to those with an interest in the history of trade union theory, public policy, and labour law.
Table of Contents
1: The Origins of the Strike-Based System; 2: 'Perfect' Collective Bargaining; 3: The Strike-Based System; 4: Possible Modifications to the Strike-Based System; 5: Arbitration Systems: a Taxonomy; 6: The Role of Arbitration; 7: The Market for Arbitration; 8: Wages Councils; 9: The Arbitration of Industrial Disputes: a Proposal; Notes; List of Cases and Statutes; List of Arbitration Awards; Index
Christopher J. Bruce and Jo Carby-Hall