AFL-CIO unions representing a wide range of workers in virtually every sector of the economy have teamed with employers to develop and sustain successful programs resulting in better trained, more productive workers. Joint training and education programs come in various forms and offer a wide range of services depending on the industry and worker…

Intended for students, practitioners, policymakers, and academicians in personnel and industrial relations, this book presents findings of a 5-year study of joint union-management programs to improve productivity. Chapter 1 underscores the growth and importance of union-management cooperation and discusses union and management attitudes toward…

This report summarizes the experiences of the Massachusetts Quality of Working Life Center in assisting the attempted and actual start-up of a number of quality of work life (QWL) programs in 1976 and 1977 and in providing ongoing assistance. Lessons learned by the three sites the center launched, other sites, as well as those sites that chose not…

Though bound by a number of political, economic, and institutional constraints on options for staff development, Niagara College (Ontario) made a commitment to design a formal human resource development strategy to meet the needs of all college staff through the 1990s. In 1982, a Human Resource Development Committee was mandated to assess current…

In its ongoing study of changes in the situation of workers and unions, the AFL-CIO Executive Council's Committee on the Evolution of Work determined that information on job training and jobs is a top priority for today's workers. The AFL-CIO Training and Education Conference was planned in an effort to respond to this need. The conference brought…

This report includes two sections: (1) an overview of the issues involved in joint labor/management workplace education programs and (2) a description of such a program partnering two union locals, nine hospitals, and Bunker Hill Community College to implement a workplace-based career ladder program. The first section explains that unions and…

This report describes a joint labor-management workplace literacy program called SET (Skills Enhancement Training) that targeted the more than 2,000 unionized employees of food service contractors at U.S. government institutions in Washington, D.C. Nineteen classes were offered and a total of 191 people self-selected themselves into the program.…

This report was based on telephone interviews with 86 individuals from 53 workplaces across Canada. The study sample included a diverse range of workplace types and sizes from both large and small communities. Of the eligible workplaces contacted, 93% were able to participate. The interview questions focused on why workplaces started basic skills…

A workplace literacy partnership program model was demonstrated at four Chrysler plants in Indiana. Objectives were to improve workers' individual skills, enhance personal productivity, and increase work force job security and plant competitiveness. During the 3-month start-up phase, project staff worked with management and labor representatives…

As part of its ongoing reform of occupational and technical training, Quebec has adopted a sectoral initiatives policy that has provided the mandate and organizational structure to sectoral committees for planning occupational and technical training based on dual cooperation between employers and unions in various sectors and between…

This book is a practitioner's guide to developing literacy training programs for workers. Titles of the 28 chapters and epilogue are as follows: "Understanding the History and Definitions of Workplace Literacy" (Askov, Aderman); "Understanding Literacy in the Canadian Business Context: Conference Board of Canada Study" (Hart);…

Projects funded during the first year of operation of the National Workplace Literacy Program were examined. Activities included a review of research literature, analyses of data from 29 of the 37 first-year projects, and site visits to 6 projects. The research literature suggested the following elements of successful workplace literacy programs:…

When deciding how to compete in the new global economy, employers can opt for "low-road" strategies such as low wages and no job security. Alternatively, they can choose the "high road" and compete by offering quality goods and services, innovation, and value. Fourteen successful "high-road" partnerships were examined…