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The
companies that participated in the studies were drawn from five provinces,
varied in size from 26 to 1900 employees, reflected the full range of industry
products from packaging, building and construction, electrical components,
furnishings, automotive and transportation, and included both unionized and
non-unionized workplaces. This deliberate variety reflected an objective of the
study, which was to explore the form which retention and knowledge transfer
initiatives took in vastly different types of workplaces.
Data
were gathered through telephone interviews and a review of relevant documents.
For each company profile, interviews were conducted with company officials
knowledgeable about the firm’s human resource and organizational practices (such
as HR managers and VPs, company presidents, CEOs, and owners). Where possible,
interviews were held with workers or in unionized workplaces, union
representatives, in order to provide an employee/union perspective on the
retention and knowledge transfer measures and their impacts on employee
satisfaction, career progression, and loyalty.
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