People Management - Managing and experiencing the Labour Process

People Management module - 2007 to 2008

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Module overview and aims

The main contribution and uniqueness of this module to your development as an advanced undergraduate student, and as a possible future manager of people, is to take a critical sociological approach to the nature of work organization.

What is meant by a critical sociological approach for the purpose of this module involves labour process analysis (LPA).

LPA is closely associated with a Marxist framework for understanding organizations that function under capitalism.

LPA considers how the nature of capitalism has an effect on how people are managed in work organizations, i.e. the main basis for LPA is asymmetrical employment relations.

Key debates surrounding the labour process include de-skilling and up-skilling of labour, Fordist and post-Fordist methods of work organization, technological developments in relation to the control of labour, and employee resistance and misbehaviour.

Over the next eight weeks the critical sociological approach to work organization will involve lectures, student-led presentations and discussion sessions, and, self-directed learning.

The main topics covered during this time include labour process theory, labour process debates and labour process research.

Further quick information:

The full module handout can be downloaded and printed from here.

Lecture one PPT notes can be downloaded here.

Lecture two PPT notes can be downloaded here.

Note: a paper copy of the handout and PPT notes will be given out during the module - further PPT notes will be uploaded during the term.

Module details:

Module co-ordinator and lecturer

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Dr. James Richards
School of Management and Languages
Mary Burton Building
Room G42
Telephone: 0131 451 (ext.) 3043

Email: j.richards@hw.ac.uk

Learning outcomes

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Learning outcomes – subject mastery

By the end of the module students are expected to be able to:

a. Demonstrate how LPA can explain a wide-range of people management problems

b. Critique the rhetoric and reality of contemporary work organization practices

c. Appraise the nature of a wide-range of resistance and misbehaviour typically found in most organizations

Learning outcomes – personal abilities

By the end of the module students are expected to be able to:

a. Give advice on a wide-range of micro-level people management problems

b. Appreciate the many ways in which workers cope and deal with the demands of work

c. Further develop team-based skills such as preparing and making presentations

Module pre-requisites

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You are allowed to take this module if you have satisfactorily completed C12HM3 (Human Resource Management or HRM) and C12OB2 (Organizational Behaviour or OB), i.e. attained a D grade or above in both.

IDEALLY, students will have achieved at least a C grade in HRM and OB as well as achieving a similar grade in either C13RE2 (Employment Relations) or C13CA2 Critical Approaches to Management).

Module teaching

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There are two classes per week, for eight weeks:

Wednesday - DB113 - 11.15 a.m. to 12.15 p.m.

Friday - SR114 - 9.15 a.m. to 10.15 a.m.

Details of student contribution

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This is your fourth and final year at university and this means that you will be expected to undertake around eight to ten hours of self-directed learning, during the ten weeks of this module.

Typically, this will involve reading and making notes on 2-3 journal articles or book chapters per week (see reading lists).

Later on in the module (weeks 6-7) you will also be expected to make a direct contribution to the class by taking part in a group presentation - some examples from last year can be found here.

The final week is set aside for concluding the main themes of the module and to prepare for the examination.

As the main means by which your performance in this module will be measured is essay writing (see details of assessment here and previous examination papers here), under examination conditions, it is suggested that you spend sometime over the next ten weeks reviewing your essay writing skills (also see links at side of blog on this subject).

Some assistance on these subjects will be available through the module weblog (make sure you keep consulting it!).

Attendance for the People Management module is not compulsory, but you would be strongly advised to attend all classes and undertake all reading and preparation recommended to you by the module co-ordinator.

Note: It is vital that you inform whomever it may concern should you have any problems (e.g. health wise, ‘on the domestic front’, studying, etc.) in the next academic year.

Any contact with the module co-ordinator on these matters will, of course, be dealt with in the strictest confidence.

Outline of classes and recommended reading

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The figure outlines very briefly the subjects to be covered during the eight-week teaching period (click on figure to see a larger version).

Further details, including guidance on reading materials, can be found following the links below.

Module assessment

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Due to the pressure of fourth study, most notably in form of dissertation work, formal assessment is based entirely on a three-hour examination (see previous examination papers) at the end of term one.

Students will be expected to write three essays based on five examination questions.

Answers are to be given in the form of an essay.

To perform well in the examination it is expected that students adhere to the following guidelines:

Structure – demonstrate a clear logical format with linked points and arguments.

Objectives – highlight what you intend to achieve and relate them to the question.

Objectives should be clearly stated at the beginning of your essays.

Background material – quote directly from your reading or other resources and NOT lecture notes.

Such material should consist of descriptive content and factual information from which to derive arguments and assessment of key themes, issues and problems addressed.

Accuracy – be precise and creative in the presentation, description and application of theories used in your arguments

Argumentation/application of theories and ideas – the main argument of your essays should relate to the objectives you have initially stated.

They should be supported by evidence from a variety of sources gained from your personal insights into prescribed literature.

Conclusions – at the end of your essays, summarise the key points and arguments and relate back to the original objectives of the essay.

Presentation – overall, essays should be well planned – clear, coherent and well laid out.

Where referencing of resources is used, they should be cited using a consistent and accepted style of referencing.

For those who are unsure of their essay writing skills there is the option to submit a non-assessed short essay based on questions from previous examination papers (see final section).

The recommended word count for an essay of this kind should be between 800 and 1,200 words.

It can be submitted in any legible format, at any time during the term directly to the module co-ordinator, via email or in person, but no later than Tuesday (4 p.m.) in week 9.

The purpose of the exercise is to offer personal feedback and guidance for the examination in week 10.

Personal feedback on essay writing may help you with other modules too.

Learning resources

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Aside from the links on the right-hand side of this weblog consider the following:

Essay writing and critical thinking skills

Further texts of interest

Journals

Other resources

Previous exam papers

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Answer any THREE questions. All questions are equally weighted. You have three hours for this examination (in week ten).

December 2006

1) Critically analyse the work of one of the following contributors to labour process theory:

a) Friedman (1977)
b) Burawoy (1979)
c) R. Edwards (1979)

And comment on what the insights reveal about the nature of capitalist employment.

2) Assess the extent to which flexible specialisation represents a paradigmatic change in the organization of work.

3) Analyse the view that electronic surveillance systems render supervisory power perfect.

4) Review the reasons why case studies are a preferred methodological approach for labour process theorists.

5) Critically evaluate why workplace misbehaviour has become a feature of contemporary debates that surround the labour process.

December 2005

1) What are the main strengths and weaknesses of Braverman’s (1974) contribution to the labour process debate (40 per cent of awarded marks)? Appraise how one of the theorists below addressed the alleged weaknesses identified in Braverman’s argument (60 per cent of awarded marks).

a) Friedman (1977)
b) Burawoy (1979)
c) R. Edwards (1979)

2) ‘Labour process approaches take as their starting point the organization of work and struggles that take place within the production process’ (P.K. Edwards, 1986). Using Edward’s statement as the basis of your response, summarise the main objectives of a labour process approach and critique its usefulness as a means to understand the people-orientated aspects of contemporary forms of work organization such as flexible specialization.

3) In seeking to develop an understanding of how Japanese management systems transfer into Western plants, Delbridge (1995) believes that the use of participant observation offers the most effective data collection technique. Briefly outline what Delbridge means by ‘participant observation’ and then evaluate the extent to which such methods allow a critical understanding of human action and experience of work.

4) Critically review the effectiveness of contemporary management strategies, which are aimed at suppressing and manufacturing workplace humour.

5) ‘…[A] more realistic portrayal of corporate life may depend on the realization that all employees (managers and technocrats as well as workers) have the ability and motivation to resist administrative, structural and technical controls instituted by capital elites’ (LaNeuz and Jermier, 1994). Using illustrations where appropriate, outline and then discuss the main motives behind management-related acts of sabotage

December 2004

1) Outline the main ideas of one of the following theorists – Burawoy, Friedman, or R. Edwards – and then assess their contribution to our understandings of how people are managed.

2) Critically evaluate the extent to which flexible specialisation represents a radical departure in how people work.

3) Profile the main methods used in labour process research and then consider their strengths and weaknesses as a means of furthering our understandings of how people are managed.

4) Using examples, evaluate the extent to which workers can utilise humour as a means of subverting management strategy.

5) Critique the perspective that sophisticated and advanced technologies have reduced the possibilities of worker resistance to highly individualistic and self-contained acts.

Pilferage, fiddles and misbehaviour

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Ackroyd, S. & Thompson, P. (1999) Organizational Misbehaviour. Sage: London (chapter 2).

Ditton, J. (1977) ‘Perks, pilferage and the fiddle: The historical structure of invisible wages’ Theory and Society. 4 (1) pp.39-71.

Mars, G. (1984) Cheats at Work: An Anthropology of Workplace Crime. Dartmouth: Aldershot.

Webb, M. & Palmer, G. (1998) ‘Evading surveillance and making time: An ethnographic view of the Japanese floor in Britain’ British Journal of Industrial Relations. 36 (4) pp.611-627.

Sabotage and misbehaviour

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Ackroyd, S. & Thompson, P. (1999) Organizational Misbehaviour. Sage: London (chapter 2).

Analoui, F. (1995) ‘Workplace sabotage: Its styles, motives and management’ Journal of Management Development. 14 (7) pp.48-65.

Edwards, P. & Scullion, H. (1982) The Social Organization of Industrial Conflict: Control and Resistance in the Workplace. Oxford: Basil Blackwell (chapter 6).

LaNuez, D. & Jermier, J.M. (1994) ‘Sabotage by Managers and Technocrats: Neglected Patterns of Resistance at Work’ In: Jermier, J.M., Knights, D. & Nord, W.R. (eds.) Resistance and Power in Organizations. London: Routledge. pp.252-273.

Sprouse, M. (1992) (Ed.) Sabotage in the American Workplace. London: Pressure Drop.

Taylor, L. & Walton, P. (1979) ‘Industrial Sabotage: Motives and Meanings’ In: Cohen, S. (ed.) Images of Deviance. Harmondsworth: Penguin. pp.219-245.

Sexual/gender-related misbehaviour

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Ackroyd, S. & Thompson, P. (1999) Organizational Misbehaviour. Sage: London (chapter 6).

Collinson, D.L. & Collinson, M. (1989) ‘Sexuality in the Workplace: The Domination of Men's Sexuality’ In: Hearn, J., Sheppard, D.L., Tancred-Sheriff, P. & Burrel, G. (eds.) The Sexuality of Organization. London: Sage. pp.91-109.

DiTomaso, N. (1989) ‘Sexuality in the Workplace: Discrimination and Harassment’ In Hearn, J., Sheppard, D.L., Tancred-Sheriff, P. & Burrel, G. (eds.) The Sexuality of Organization. London: Sage. pp.71-90.

Holmes, J. (2006) Gendered Talk at Work. London: Blackwell.

Levin, P. (2001) ‘Gendering the market: Temporality, work, gender on a National Futures Exchange’ Work and Occupations. 28 (1) pp.112-130.

Humour and misbehaviour

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Ackroyd, S. & Thompson, P. (1999) Organizational Misbehaviour. Sage: London (chapter 5).

Collinson, D.L. (1988) ‘‘Engineering humour’: Masculinity, Joking and conflict in shop-floor relations’ Organization Studies. 9 (2) pp.181-199.

Holmes, J. (2006) Gendered Talk at Work. London: Blackwell (chapter 4).

Rodrigues, S.B. & Collinson, D.L. (1995) ‘‘Having fun’?: Humour as resistance in Brazil’ Organization Studies. 16 (5) pp.739-768.

Taylor, P. & Bain, P. (2003) ‘‘Subterranean worksick blues’: Humour as subversion in two call centres’ Organization Studies. 24 (9) pp.1487-1509.

Westwood, R. (2006) Humour, Work and Organization. London: Routledge.

Resistance and misbehaviour

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General texts (i.e. useful for all four aspects of resistance and misbehaviour covered in this modules)

Ackroyd, S. & Thompson, P. (1999) Organizational Misbehaviour. Sage: London.

Fleming, P. & Sewell, G, (2002) ‘Looking for the Good Soldier, Svejk: Alternative modalities of resistance in the Contemporary Workplace’ Sociology. 36 (4) pp.857-873.

Thompson & Ackroyd, S. (1995) ‘All quiet on the workplace front? A critique of the recent trends in British industrial sociology’ Sociology. 29 (4) pp.610-633.

Noon, M. & Blyton, P. (2002) The Realities of Work. 2nd ed. Basingstoke: Palgrave (chapter 9).

Thompson, P. & McHugh, D. (2002) Work Organizations, 3rd ed. London: Palgrave (chapter 9).

Watson, T. (2003) Sociology, Work and Industry. 4th ed. London: Routledge (chapter 8).

Humour and misbehaviour
Sexual/gender-related misbehaviour
Sabotage and misbehaviour
Pilferage, fiddles and misbehaviour

I also have a weblog about organizational misbehaviour, which will be up-dated again as the module progresses.

Researching the labour process – qualitative methods

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Bain, P. & Taylor, P. (2000) ‘Entrapped by the 'electronic panopticon'? Worker resistance in the call centre’ New Technology, Work and Employment. 15 pp.2-18.

Beynon, H. (1984) Working for Ford. 2nd ed. Harmondsworth: Penguin.

Delbridge, R. (1995) ‘Surviving JIT: Control and resistance in a Japanese Transplant’ Journal of Management Studies. 32 (5) pp.803-817.

Delbridge (1998) Life on the Line in Contemporary Manufacturing: The Workplace Experience of Lean Production and the ‘Japanese’ Model. Oxford: Oxford University Press.

Edwards, P. & Scullion, H. (1982) The Social Organization of Industrial Conflict: Control and Resistance in the workplace. Oxford: Basil Blackwell.

Hammersely, M. and Atktinson, P. (2007) Ethnography: Principles and Practice, London: Routledge.

Knights & McCabe, D. (2000) ‘'Ain't misbehavin'? Opportunities for resistance under new forms of 'quality' management’ Sociology. 34 (3) pp.421-436.

Kunda, G. (1992/2006) Engineering Culture: Control and Commitment in a High-tech Corporation, London: Temple University Press.

McKinlay, A. & Taylor, P. (1996b) ‘Power, Surveillance and Resistance: Inside the ‘Factory of the Future’’. In: Ackers, P., Smith, C. & Smith, P. (eds.) The New Workplace and Trade Unionism: Critical Perspectives on Work and Organization. London: Routledge. pp.279-300.

Mars, G. (1984) Cheats at Work: An Anthropology of Workplace Crime. Dartmouth: Aldershot.

Mulholland, K. (2004) ‘Workplace resistance in an Irish call centre’ Work, Employment and Society. 18 (4) pp.709-724.

O’Reilly (2004) Ethnographic Methods, London: Routledge.

Palmer, G. (1996) ‘Reviving resistance: The Japanese factory floor in Britain’ Industrial Relations Journal. 27 (2) pp.129-142.

Pollert, A. (1981) Girls, Wives, Factory Lives. London: Macmillan.

Townshend, K. (2005) ‘Electronic surveillance and cohesive teams: Room for resistance in an Australian Call Centre?’ New Technology, Work and Employment. 20 (1) pp.47-59.

Webb, M. & Palmer, G. (1998) ‘Evading surveillance and making time: An ethnographic view of the Japanese floor in Britain’ British Journal of Industrial Relations. 36 (4) pp.611-627.

Work organization and management control

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Ackroyd, S., Batt, R., Thompson, P. and Tolbert, P. (eds.) (2005) The Oxford Handbook of Work and Organization. Oxford: OUP.

Alonso, L.E. and Martinez Lucio, M. (2006) Employment relations in a changing society: Assessing the Post-Fordist Paradigm. London: Palgrave Macmillan.

Castell, M. (2000) The Rise of the Network Society. 2nd ed. Oxford: Blackwell (chapter 3).

Coffey, D. (2006) The Myth of Japanese Efficiency: The World Car Industry in a Globalizing Age, London: Edward Elgar.

Edwards, R. (1979) Contested Terrain. New York: Basic Books (chapter 1).

Friedman, A.L. (1977) Industry and Labour: Class Struggle and Labour at Work and Monopoly Capitalism. London: Macmillan (chapter 6).

Garrahan, P. and Stewart, P. (1992) The Nissan Enigma. Mansell.

Grint, K. (1998) The Sociology of Work: An Introduction. 2nd ed. London: Polity (Chapters 8 and 10).

Kunda, G. (1992/2006) Engineering Culture: Control and Commitment in a High-tech Corporation, London: Temple University Press.

Lilley, S., Wray-Bliss, E. & Linstead, S. (2004) ‘Organizational Control’ In: Linstead, S., Fulop, L. & Lilley, S. (eds.) Management and Organization: A Critical Text. London: Palgrave. pp.210-239.

McKinlay, A. & Taylor, P. (1996b) ‘Power, Surveillance and Resistance: Inside the ‘Factory of the Future’’. In: Ackers, P., Smith, C. & Smith, P. (eds.) The New Workplace and Trade Unionism: Critical Perspectives on Work and Organization. London: Routledge. pp.279-300.

Piore, M. and Sabel, C. (1984) The Second Industrial Divide: Possibilities for Prosperity. London: BasicBooks.

Sewell, G. (1998) ‘The discipline of teams: the control of team-based industrial work through electronic and peer surveillance’ Administrative Science Quarterly. 43 pp.397-429.

Sewell, G. & Wilkinson, B. (1992b), ‘‘Someone to watch over me’: Surveillance, discipline and the just-in-time labour process’ Sociology. 26 (2) pp.271-289.

Thompson, P. (2003) ‘Fantasy Island: A Labour Process critique of the 'age of surveillance'’ Survey and Society. 1 (2) pp.138-151.

Thompson, P. & McHugh, D. (2002) Work Organizations, 3rd ed. London: Palgrave Macmillan (chapter 8 and 11).

Watson, T. (2003) Sociology, Work and Industry. 4th ed. London: Routledge (chapter 4 and 5).

Wickens, P. (1987) The Road to Nissan: Flexibility, Quality and Teamwork. London: Macmillan.

Womack, J.P., Jones, D.T. & Roos, D. (1990) The Machine That Changed the World. New York: Rawson Associates.

Employee identity and subjectivity

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Jermier, J., Knights, D. and Nord, W. (1994) ‘Resistance and power in organizations: Agency, subjectivity and the labour process’ In: Jermier, J.M., Knights, D. & Nord, W.R. (eds.) Resistance and Power in Organizations. London: Routledge. pp.1-24.

Knights, D & Willmott, H. (1989) ‘Power and subjectivity at work: From degradation to subjugation’, Sociology. 23 pp.535-558.

O’Doherty, D. and Willmott, H. (2001) ‘Debating labour process theory: The issue of subjectivity and the relevance of poststructuralism’ Sociology. 35 (2) pp.457-476.

O’Doherty, D. and Willmott, H. (2001) ‘The question of subjectivity and the labour process’ International Journal of Management and Organization. 30 (4) pp.112-132.

Core labour process theory

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Jaros, S. (2001) ‘Labour process theory: A commentary on the debate’ International Journal of Management and Organization. 30 (4) pp.25-39.

Jaros, S. (2005) ‘Marxian critiques of Thompson’s (1990) ‘core’ labour process theory: An evaluation and extension’ Ephemera. 5 (1) pp.5-25.

Thompson, P. (1989) The Nature of Work: An Introduction to the Debates on the Labour Process. 2nd ed. London: Macmillan (chapter 8).

Developments in labour process theory

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Bolton, S.C. (2005) Emotion Management in the Workplace. Palgrave Macmillan: Basingstoke (chapter 2).

Brown, K. (1992) Understanding Industrial Organizations: Theoretical Perspectives in Industrial Sociology. London: Routledge (chapter 5).

Burawoy, M. (1979) Manufacturing Consent: Changes in the Labor Process under Monopoly Capitalism. London: University of Chicago (chapter 5).

Edwards, R. (1979) Contested Terrain. New York: Basic Books.

Friedman, A.L. (1977) Industry and Labour: Class Struggle and Labour at Work and Monopoly Capitalism. London: Macmillan.

Grint, K. (1998) The Sociology of Work: An Introduction. 2nd ed. London: Polity (Chapter 5).

Kitay, J. (undated) The Labour Process: Still Stuck? Still a Perspective? Still Useful?

Smith, C. & Thompson, P. (1998)’ Re-evaluating the labour process debate’ Economic and Industrial Democracy. 19 pp.551-577.

Thompson, P. (1989) The Nature of Work: An Introduction to the Debates on the Labour Process. 2nd ed. London: Macmillan (chapter 5 and 6).

Thompson, P. & McHugh, D. (2002) Work Organizations, 3rd ed. London: Palgrave Macmillan (chapter 8).

Thompson, P. and Smith, C. (2001) ‘Follow the redbrick road’ International Journal of Management and Organization. 30 (4) pp.40-67.

Braverman – Fordist work organization and de-skilling

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Braverman, H. (1974) Labor and Monopoly Capital: The Degradation of Work in the Twentieth Century. New York: Monthly Review Press.

Brown, K. (1992) Understanding Industrial Organizations: Theoretical Perspectives in Industrial Sociology. London: Routledge (chapter 5).

Friedman, A.L. (1977) Industry and Labour: Class Struggle and Labour at Work and Monopoly Capitalism. London: Macmillan (chapter 3).

Noon, M. & Blyton, P. (2002) The Realities of Work. 2nd ed. Basingstoke: Palgrave (chapter 5 and 6).

Thompson, P. (1989) The Nature of Work: An Introduction to the Debates on the Labour Process. 2nd ed. London: Macmillan (chapter 3 and 4).

Thompson, P. & McHugh, D. (2002) Work Organizations, 3rd ed. London: Palgrave Macmillan (chapter 23).

Marx and the labour process

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Friedman, A.L. (1977) Industry and Labour: Class Struggle and Labour at Work and Monopoly Capitalism. London: Macmillan (chapter 2).

Grint, K. (1998) The Sociology of Work: An Introduction. 2nd ed. London: Polity (Chapters 3).

Marx, K. (1980) ‘The Labour Process and the Valorization Process’ In: Nicols, T. (ed.) Capital and Labour: A Marxist Primer. Glasgow: Fontana. pp.42-65.

Brown, K. (1992) Understanding Industrial Organizations: Theoretical Perspectives in Industrial Sociology. London: Routledge (chapter 5).

Thompson, P. (1989) The Nature of Work: An Introduction to the Debates on the Labour Process. 2nd ed. London: Macmillan (chapter 2).

Watson, T. (2003) Sociology, Work and Industry. 4th ed. London: Routledge (chapter 2).

Other resources

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People Management looks at contemporary working life so you are also encouraged to keep up-to-date with work-related news.

For instance, as you are now fourth year undergraduates, you should be regularly consulting a high quality newspaper such as The Guardian, Independent, Financial Times, Scotsman, Herald, etc.

More specific web-pages worth consulting on a regular basis include:

The Guardian: Work

Jobs news and appointments, career advice

Scotsman: Office and the workplace

CIPD People Management magazine

Personnel Today: Latest News

Financial Times - Management
LabourStart

Examples of what is relevant to the People Management module will be posted on the on-line support web page so as to guide your reading in relation to your personal preference of newspaper.

Further texts of interest

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Blackburn, P., Coombs, R. and Green, K. (1985) Technology, Economic Growth and the Labour Process. London: Macmillan.

Clarke, L. (1992) Building Capitalism: Historical Change and the Labour Process in the Production of the Built Environment. London: Routledge.

Knights, D. and Willmott, H. (eds.) (1988) New Technology and the Labour Process. London: Macmillan.

Knights, D. and Willmott, H. (eds.) (1986) Managing the Labour Process. Aldershot: Gower.

Knights, D., Willmott, H. and Collinson, D. (eds.) (1985) Job Redesign: Critical Perspectives on the Labour Process. Aldershot: Gower.

Nicols, T. (ed.) (1980) Capital and Labour: Studies in the Capitalist Labour Process. London: Fontana.

Smith, C., Knights, D. and Willmott, H. (eds.) (1991) White-collar Work: The Non-manual Labour Process. London: Macmillan.

Woods, S. (ed.) (1982) The Transformation of Work? Skill, Flexibility and the Labour Process. London: Unwin.

Journals

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You may also access a range of articles that relate to LPA by consulting the following journals. Relevant journal that are available in the university library include:

Work, Employment and Society (articles date back to 1994)

Organization Studies (articles date back to 1981)

New Technology, Work and Employment (articles date back to 1986)

Sociology (articles date back to 1994)

Industrial Relations Journal (articles date back to 1973)

British Journal of Industrial Relations (articles date back to 1963)

Employee Relations (from 1994)

Essay writing and critical thinking skills

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Cottrell, S. (2005) Critical Thinking Skills: Developing Effective Analysis and Argument. London: Palgrave.