| Description |
1 online resource (xiii, 263 pages) : illustrations |
| Series |
The future of work series |
|
Future of Work series.
|
| Contents |
PART 1: MODERNIZATION AND WORKPLACE RELATIONS -- The High Performance Workplace -- From Japanization to Learn to HPWS -- Partnership at Work -- Research Design -- PART 2: THE LEGACY OF TRADE UNION POWER -- The 1957 Engineering Dispute -- Piecework to Measured Day Work -- Other Patterns of Conflict in the 1970s -- The Thatcher Years -- Industrial Democracy -- PART 3: ORGANIZATIONAL RESTRUCTURING AND THE NEW INSECURITY -- Organizational Restructuring in the Aerospace Sector -- High Performance Management and Organizational Change -- The New Insecurity: Worker Attitudes to High Performance Management -- Conclusion -- PART 4: HIGH PERFORMANCE WORK SYSTEMS AND THE PRODUCTION WORKER -- High Performance Work Organization on the Shop-Floor -- The Quality of Working Life on the Shop-Floor -- Labour Control and Resistance -- Conclusion -- PART 5: HIGH PERFORMANCE WORK SYSTEMS AND THE TECHNICAL WORKER -- High Performance Work Organization and Social Relations in Technical Work -- The Quality of Working Life in the Technical Office -- Technical Labour, Collectivism and Resistance -- Conclusion -- PART 6: WORKPLACE PARTNERSHIP: MANAGEMENT AND UNION STRATEGY -- The Business Case for Partnership -- Partnership and Union Strategy -- Partnership and Union Strategy: The Case of Airframes -- Partnership and Union Strategy: The Case of JetCo -- Conclusion -- PART 7: PARTNERSHIP AND WORKER PARTICIPATION: VOICES FROM THE FLOOR -- Direct Worker Participation -- Direct Worker Participation (1): The Joint Consultative Committee -- Direct Worker Participation (2): Union Representation and Partnership -- Conclusion -- PART 8: TRAINING AND DEVELOPMENT FOR HIGH PERFORMANCE: SUPPORTING PARTNERSHIP OR ELITES? -- Skills Training -- Employee Appraisals and Control -- Gender, Contract and Employee Development -- Conclusion -- PART 9: WORKPLACE PARTNERSHIP: A QUESTION OF INTERESTS -- The Reality of Partnership: Conditions for Mutuality or Discord? |
| Summary |
The promotion of social partnership and management techniques of the high performance workplace has become central to the political agenda of 'modernization' at work. Policies aimed at 'democratizing' the workplace by way of new forms of employee participation and co-operative industrial relations can, it is argued, offer firms a 'high road' to market competitiveness and business success. This book questions such assumptions. It provides an alternative perspective that penetrates the realities (rather than the rhetoric) of the modernization project. The authors adopt critical analysis of concrete processes of change and place at the centre of their enquiry the interests of workers - those who are often the objects of managerial initiatives rather than democratic participants. The book provides rich case study data of the attitudes and work experiences of skilled manual and non-manual workers in the UK's aerospace industry, a location of high skill 'knowledge work' that has been under-researched compared to other employment sectors. A fascinating picture emerges of conflicting interests and deep contradictions in the regulation of the employment relationship |
| Bibliography |
Includes bibliographical references (pages 240-256) and index |
| Notes |
English |
|
Print version record |
| Subject |
Aerospace industries -- Management -- Employee participation -- Great Britain
|
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Aerospace industries -- Great Britain -- Management
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Industrial productivity -- Great Britain
|
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Industrial relations -- Great Britain
|
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BUSINESS & ECONOMICS -- Industries -- Service.
|
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Aerospace industries -- Management
|
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Industrial productivity
|
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Industrial relations
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Great Britain
|
| Form |
Electronic book
|
| Author |
Danford, Andy, author.
|
| ISBN |
9780230501997 |
|
0230501990 |
|
9781349513451 |
|
1349513458 |
|
9781403917539 |
|
1403917531 |
|
1280424915 |
|
9781280424915 |
|
9786610424917 |
|
6610424918 |
|
