How Do We Tell The Workers

This book analyzes the ways that workers are educated," via a variety of institutions, to fit into the contemporary labour-unfriendly economic system. As he examines the history and purposes of vocational education, Kincheloe illustrates the manner in which this education shapes the politics of the era. How Do We Tell the Workers? is important reading for policy makers, labour leaders, and educators.

Social work deals with the heavy end of human difficulties such as cruelty, self-destructiveness, and severe and enduring mental health problems. How do social workers make sense of the emotional difficulties which come with the realities of practice? Understanding our clients is the best way of dealing with complex situations and avoiding burnout and stress. The contributors to this book argue that psychoanalysis provides a theory of development and behaviour capable of formulating a realistic model for understanding emotional difficulties and disturbances in both clients and ourselves. The chapters demonstrate a way of thinking for the practitioner that can be used in all situations. The book examines in detail some of the difficult and disturbing conversations that social workers have with clients of all ages. It provides a psychoanalytic framework for understanding circumstances which may be puzzling, stressful or frightening, and a theory whose value for many social work problems is well underpinned by research evidence. Written by senior practitioners who are all still working in the front line, this book puts complex real life experiences into words, to help the social worker become a more effective practitioner.

This book brings together research in the United States, Canada, the United Kingdom, Ireland, Australia, and New Zealand to answer a series of key questions: * What opportunities do employees in Anglo-American workplaces have to voice their concerns and what do they seek? * To what extent, and in what contexts, do workers want greater union representation? * How do workers feel about employer-initiated channels of influence? What styles of engagement do they want with employers? * What institutional models are more successful in giving workers the voice they seek at workplaces? * What can unions, employers, and public policy makers learn from these studies of representation and influence? The research is based largely on surveys that were conducted as a follow-up to the influential Worker Representation and Participation Survey (WRPS) reported in What Workers Want, coauthored by Richard B. Freeman and Joel Rogers in 1999 and updated in 2006. Taken together, these studies authoritatively outline workers' attitudes toward, and opportunities for, representation and influence in the Anglo-American workplace. They also enhance industrial relations theory and suggest strategies for unions, employers, and public policy.

Oct. 25 and 26, 1951 hearings were held in Memphis, Tenn.

Lengthening hours, lessening pay, no parental leave, scant job security... Never have so many workers needed so much support. Yet the very labor unions that could garner us protections and help us speak up for ourselves are growing weaker every day. In an age of rampant inequality, of increasing social protest and strikes – and when a majority of workers say they want to be union members – why does union density continue to decline? Shaun Richman offers some answers in his book, Tell the Bosses We're Coming. It’s time to bring unions back from the edge of institutional annihilation, says Richman. But that is no simple proposition. Richman explains how important it is that this book is published now, because the next few years offer a rare opportunity to undo the great damage wrought on labor by decades of corporate union-busting, if only union activists raise our ambitions. Based on deft historical research and legal analysis, as well as his own experience as a union organizing director, Richman lays out an action plan for U.S. workers in the twenty-first century by which we can internalize the concept that workers are equal human beings, entitled to health care, dignity, job security – and definitely, the right to strike. Unafraid to take on some of the labor movement’s sacred cows, this book describes what it would take – some changes that are within activists’ power and some that require meaningful legal reform – to put unions in workplaces across America. As Shaun Richman says, “I look forward to working with you.”

Managing Knowledge Workers provides practical, doable strategies for managing, motivating, and retaining knowledge workers, without breaking the bank. Managing Knowledge Workers focuses not just on understanding the value of knowledge in your organization, but on managing the human side of intellectual capital. Shows how to use other more powerful levers than money to attract and retain the knowledge workers. Provides hands-on advice on creating the right culture and environment through communication, involvement, consultation, and teamwork. Provides practical advice on how to handle new management challenges: how to manage knowledge you don't understand, how to encourage new knowledge to come forward, and much more. Features sample dialogues that offer concrete approaches to dealing with difficult real-life situations"e;With an insightfully crafted guide to the implementation of intellectual capital concepts, Frances Horibe has made a tremendous contribution to leveraging people and their knowledge in the context of the new economy."e;Hubert Saint-OngeSenior Vice President, Strategic CapabilitiesThe Mutual Group"e;Managing Knowledge Workers is an excellent reference guide, addressing the challenges all business leaders face in maximizing the creation of shareholder wealth by harnessing the human capital of a capable and committed workforce."e;Gordon J. FeeneyVice ChairmanRoyal Bank Financial Group"e;Provides a roadmap to optimizing our knowledge workers and maximizing our technology investment. Should be read by managers at all levels of the organization."e;Ken HenryVice President, Business ExcellenceManulife Financial"e;We've finally figured out that the proxy for business success is customer loyalty. Managing Knowledge Workers is essential reading for those wanting to understand how to ensure the loyalty of those people essential to achieving customer loyalty--our employees!"e;David CarlsonA VP, Customer CareNewbridge Networks