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dc.contributor.authorHollander, Robyn
dc.date.accessioned2019-11-26T03:55:05Z
dc.date.available2019-11-26T03:55:05Z
dc.date.issued1997
dc.identifier.issn00221856
dc.identifier.doi10.1177/002218569703900405
dc.identifier.urihttp://hdl.handle.net/10072/121115
dc.description.abstractAustralian governments, especially Labor governments, have traditionally enjoyed a reputation for being 'good' employers. However; efforts to evaluate this reputation and to explore the factors shaping management strategies have been limited. This article examines these issues through a case study of the Queensland Housing Commission's management of its building workforce in the years following the Second World War. In this case, the Queensland Labor government did not use its own workforce to establish new standards and its conservative approach to labour management strategies contrasted with a more progressive approach to industrial legislation. The article draws on the notion of political contingency to explain this apparent contradiction.
dc.description.peerreviewedYes
dc.languageEnglish
dc.publisherIndustrial Relations Society of Australia
dc.publisher.placeAustralia
dc.relation.ispartofpagefrom518
dc.relation.ispartofpageto532
dc.relation.ispartofissue4
dc.relation.ispartofjournalJournal of Industrial Relations
dc.relation.ispartofvolume39
dc.subject.fieldofresearchApplied Economics
dc.subject.fieldofresearchBusiness and Management
dc.subject.fieldofresearchLaw
dc.subject.fieldofresearchcode1402
dc.subject.fieldofresearchcode1503
dc.subject.fieldofresearchcode1801
dc.titleLabour Management in the Queensland Housing Commission under a Labour Government, 1945-56
dc.typeJournal article
dc.type.descriptionC1 - Peer Reviewed (HERDC)
dc.type.codeC - Journal Articles
gro.facultyGriffith Business School, School of Government and International Relations
gro.hasfulltextNo Full Text
gro.griffith.authorHollander, Robyn A.


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