This report is based on the IRC’s research related to the roles, responsibilities, and relationships of principals and vice-principals in the area of labour relations :
Queen’s IRC Program Planner :
Once you complete your first program, you enter the ranks of Queen’s IRC alumni, which entitles you to several value-added benefits that will allow you to extend your training and give your organization lasting benefits. Here are some examples of IRC alumni aftercare:
Industrial Relations at Queen’s came into existence on October 12, 1937. It was the first institution of its kind in the country, a true pioneer. In the ensuing years, Queen’s professors, researchers, students and staff have contributed more to the understanding and development of industrial relations in Canada than any other institution.
From these roots grew the Queen’s Industrial Relations Centre, an institution known as much for its active research, publications and involvement in Canadian public affairs as for its well-respected and well-attended programs and conferences.
In 1983, a School of Industrial Relations was established to offer a multidisciplinary Master of Industrial Relations degree program. Since that first class, more than 500 men and women have graduated from the Queen’s MIR program, a legacy now reflected in the boardrooms of many major Canadian organizations.
In 2003-04, the Industrial Relations Centre and the Master of Industrial Relations program were placed within the School of Policy Studies, where they continue to share a common purpose: to analyze, interpret, and teach others about the world of people at work.
Learn more about the history of Queen’s IRC and its role in people management education
Industrial Relations at Queen’s: The First Fifty Years, published in 1987 to celebrate the 50th anniversary of the study of industrial relations at Queen’s.
Biographical sketch of all Queen’s IRC Directors.
Biographical sketch of Dr. Arthur Sweetman, Director of the School of Policy Studies.
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|20080511||May 11 – 16, 2008||Dispute Resolution||Kingston||Register*|
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|20081028||Oct. 28 – 31, 2008||OD Foundations||Banff||Register|
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|20081125||Nov. 25 – 27, 2008||Organizational Learning||Kingston||Register|
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Those who are bullied in the workplace appear to suffer more than employees who are subjected to sexual harassment, says Queen’s School of Business Professor of Business Julian Barling.
This unexpected finding comes from a new study conducted by Drs. Barling and Sandy Hershcovis, a PhD graduate from the Queen’s School of Business who is currently on faculty at the University of Manitoba.
The researchers reviewed the results of 110 studies conducted over the past 21 years. They looked at both workplace aggression, which includes bullying, incivility and interpersonal conflict and sexual harassment. In the latter category are gender harassment, unwanted sexual attention and “quid pro quo” harassment: the extortion of sexual cooperation in return for job-related considerations.
Surprisingly, employees subjected to workplace aggression were more likely than victims of sexual harassment to leave their jobs and to have a poorer sense of well-being. The study also showed less job satisfaction and fewer satisfying relationships with their superiors among workers who were bullied.
One possible explanation for these findings is that sexual harassment victims, who now have the backing of legislation aimed at preventing and punishing those responsible, may perceive they have a stronger “voice” to respond, suggests Dr. Barling, an expert in labour relations and organizational behaviour. “Employees are more able to seek recourse by filing a complaint with management or grieving to a union, allowing a perception of personal controllability.”
Non-violent forms of workplace aggression are generally not illegal, however, and employees feel they must fend for themselves if they experience such acts. This lack of societal denunciation of aggression diminishes the employee’s ability to change, reduce, or eliminate the negative act.
Another reason workplace aggression takes a special toll on victims is its concealed and insidious nature, Dr. Barling continues. “Sexual harassment generally involves direct behaviors, such as gender-related jokes, unwanted touching, or unwanted requests for dates.”
In contrast, workplace aggression, in addition to acts such as name calling and yelling, often involves hidden acts, such as withholding resources, failing to correct false information, or ostracizing a target. While the victim of such behaviors can perceive these acts, confirmation or validation by others may be more difficult.
Also, as sexual harassment becomes increasingly unacceptable, victims may be more likely to assign blame. Victims of workplace aggression – not normally viewed as an illegal act – may be more likely to suffer in silence, fearing they are imagining such behaviors or are responsible in some way for being targeted.
There is no intent to downplay the seriousness of sexual harassment compared to workplace aggression, the researchers say.
“What our study shows is that – due to its relative invisibility and comparative lack of a legitimate social voice – the impact of workplace aggression may be greater on employees, who must either exit the organization or endure intolerable behaviors,” says Dr. Barling.