Survey respondents reported a substantial degree of under-claiming of WC benefits, contrasting with public attention on fraudulent over-claiming. Policy makers should ensure that all relevant parties are aware of their obligations to report work injuries. This will create a more accurate picture of work safety.

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The study supports a comprehensive model of workplace health that targets working conditions, work relationships, and workplace organization for health promotion interventions.

This paper argues that union attitudes and behaviour are important but neglected features of the school±work transition process. Using longitudinal panel data from a study of high school and university graduates in three Canadian cities, we examine how young people's previous union membership, attitudes and educational, labour market and workplace experiences shape their willingness to join unions. This paper establishes that views about unions are emergent during youth, solidifying with age and experience. The implications of these findings for industrial relations, school±work transitions research and labour movement organizing are discussed.

ooking into a future marked by intense competition for talent, growing numbers of employers are striving to create "workplaces of choice." Yet, despite the consensus that health human resources are a vital piece of the healthcare reform puzzle, few health service organizations have developed comprehensive strategies to address work environment issues. The cumulative impact of years of cost-cutting, downsizing and restructuring have left Canada's healthcare workforce demoralized, overworked and coping with working conditions that diminish both the quality of working life and organizational performance. In this article, I argue that recruitment and retention are the most visible signs of the systemic work environment problems Canada's healthcare organizations face. It is within the work environment that we can find some of the solutions to the health human resource crisis. Of course, we must recognize that external factors-such as the aging of the healthcare workforce and imminent departure of many baby boom workers, lack of hiring in the 1990s and reduced inflows into health professions at universities-are beyond the control of any one healthcare employer. Even so, by making high-quality work environments a top priority, leaders of healthcare organizations will be able to meet tomorrow's staffing needs, skill requirements and rising service demands.