Through a series of international cases from the United States, Finland and the Canton of Zürich, this volume examines the hot-button issue of performance-related pay reform and compensation. It argues that a better understanding of the union-management relationship may be the key to securing more meaningful change and reform. It will be of use to scholars, policy-makers, union leaders, teachers and citizens who are interested in the possibilities for the union-management relationship, rather than the limitations.
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