Meatworkers float during Mayday procession 1965 Brisbane Australia

Meatworkers float during Mayday procession 1965 Brisbane Australia. The Australasian Meat Industry Employees' Union, originally called the Australasian Federated Butchers Employees' Union, was formed in 1905 as an organisation of skilled and unskilled workers in all sectors of the Australian meat processing industry. Faced with a volatile industrial relations environment, AMIEU members developed a reputation for militancy and the AMIEU became one of Australia's most significant unions. In Queensland the union has been involved in many bitter industrial disputes, including the Townsville meatworkers' strike of 1918-19 and the 1946 meat industry strike.

Brazil The Swinging Pendulum Between Labor Sociology and Labor Movement

In this article, the authors analyze the relationship between labor sociology and trade unionism in Brazil by focusing on its three key phases. Against the backdrop of successive political and economical scenarios, the authors go from the first generation of labor sociologists to the most recent period, trying to identify the transition points in this trajectory. This study develops the hypothesis that labor sociology in Brazil was first characterized by a search for affirmation and professionalization (1950-1960). Later, it developed a strong political-social engagement, and assumed a public character, by claiming particular social identities (1970-1980). Finally, it flowed toward policy sociology (1990-2000).

Scoring occupational categories for social research: A review of current practice, with Australian examples

The scoring of occupational categories has along history. After reviewing the historical background, we develop and discuss the properties of two new Australian scales based on current theorising in stratification research. The first is based on the operation of the labour market and scores occupations to reflect their central role in converting educational credentials into market income. The second is based on patterns of social interaction and scores occupations to reflect the choices that people make in marriage markets. While these two scales are not theoretically or empirically equivalent, they are closely related and provide equally valid, but alternative, ways of measuring the underlying stratification order of modern societies.

Public sector change in Australia: Are managers' ideals being realized?

Public sector organizations traditionally have been associated with the internal process (bureaucratic) model of organizational culture. Public choice and management theory have suggested that public sector managers can learn from the experience of private sector management, and need to change from the Internal process model of organizational culture. Due to these Influences an managers, the current research proposes that managers' perceptions of Ideal organizational culture would no longer reflect the Internal process model. Public sector managers' perceptions of the current culture, as well as their perceptions of the Ideal culture, were measured. A mail-out survey was conducted In the Queensland (a state of Australia) public sector. Responses to a competing values culture Inventory were received from 222 managers. Results Indicated that a reliance on the Internal process model persists, while managers had a desire for cultural models other than the Internal process model, as hypothesized.

Survivors and victims: A case study of organisational restructuring in the public health sector

This paper examines a process of major organizational restructuring in an Australian hospital within a context of decentralization of health services and relocation of clients, brought about by changes in government policy. The change process differed from the abrupt downsizing often found in the private sector in that the organization initiated significant job losses concomitantly with the development of new facilities around the State, while attempting to deal with employee issues related to downsizing. The paper focuses on the process involved in the downsizing, from the perspective of both the "survivors" and "victims" of the change. It draws on interviews and focus groups with managers, union officials and employees, as well a survey of employees to assess the outcomes and effectiveness of the restructuring process. Using a stakeholder analysis framework, the paper examines the complex issues and perspectives raised by the downsizing process.