21 research outputs found
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‘Being Yourself’ in the Electronic Sweatshop: New Forms of Normative Control
This article extends research about high-commitment management practices in tightly controlled work environments typified by the call centre. One promising research avenue suggests that normative management systems in such contexts, involving ‘fun’ exercises and culture programmes, etc., are more about distracting employee attention away from other, more taxing controls. This article develops such an approach by exploring the specific nature and conditions of such distraction. An empirical study of a call centre in which employees were encouraged to ‘just be themselves’ (in relation to lifestyle differences, sexuality, diverse identities, etc.) reveals how the distractions are partly informed by the dysfunctions of existing technical, bureaucratic and conventional cultural controls, all of which homogenize workers. Furthermore, the new regime not only serves to distract employees, but proves instrumental in capturing their sociality, energy and ‘authentic’ or ‘non-work’ personalities as emotional labour. At the same time, it gives rise to some contestation and less individualistic forms of authenticity. These outcomes have wider implications for our understanding of worker autonomy in and around hybrid control systems
Maintaining Your Union-Free Status, circa 1973
Information to help managers prevent or minimize the risk of unionization.6474b1f23_01.pdf: 10 downloads, before Oct. 1, 2020
Organisations and the Issue of Multiple Identities: Who loves you baby? Organisations and the Issue of Multiple Identities: Who loves you baby?
Abstract This paper investigates the relationship between organisational identity and identification with work group and profession. Academic literature points to two competing standpoints, first, a compatible relationship between focal points of identity and second, a trade off relationship whereby an increase in one is at the expense of another. Using the population of a large public UK sector organisation ordinary least squares regression and ordered logit regression were used to examine these relationships. The findings established a strong relationship in which work group, organisational and professional identity were compatible. The results also highlight the influence of value fit, which potentially transcends conventional moderators such as role level (seniority) or type of work. These findings have significance for future developments in organisational identity research
Union recognition in the federal government.
Description based on: Nov. 1967.Some v. accompanied by statistical reports.Mode of access: Internet.Vols. for 19 -1977 issued by: the United States Civil Service Commission, Office of Labor-Management Relations; 1978-1981 by: the Office of Personnel Management, Office of Labor-Management Relations; 1983 by: the Office of Personnel Management, Office of Agency and Labor-Management Relations; 1985 by: the Office of Personnel Management, Office of Employee, Labor, and Agency Relations; 1987- by: U.S. Office of Personnel Management, Personnel Systems & Oversight Group, Office of Employee and Labor Relations; by: U.S. Office of Personnel Management, Personnel Systems and Oversight Group, Office of Labor Relations and Workforce Performance