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Despite the existence of effective equal pay legislation in the UK since 1975 aimed at eradicating pay discrimination, women are still in receipt of only 79.5 per cent of the hourly earnings received by men (EOR 1994b). Whitehouse (1992) claims that a centralized collective bargaining model is more likely to lead to equality for women in the labour market than a liberalized individualistic model. The model was tested at an aggregated level for 13 OECD countries. This article provides a case study which charts a trade union claim for equal pay over a period often years (1984–94), which may be seen as an examination of the Whitehouse proposition at a disaggregated level. The paper highlights the barriers to equality bargaining and analyses the case study to identify the criteria necessary for achieving equality.

In response to growing challenges, many labor organizations are reevaluating themselves in an effort to become more efficient and effective. Their efforts, however, are limited by their frames of reference. Seldom do unions compare practices across labor movements. To expand these frames of reference we compare union administrative practices in three countries: Canada, the United Kingdom, and the United States. Two specific areas of union administration are examined -human resource/personnel practices and strategic planning. Results from these countries are presented and analyzed to identify and explain similarities and differences.

Centred on classroom assistants in Scotland, this article examines the process by which an occupation dominated by female workers becomes under-valued. The qualitative data reveals the cognitive errors made by the key actors-government, employers and unions in this process

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