Disciplining Labor and Rebuilding the Labor Process
Disciplining Labor and Rebuilding the Labor Process
This chapter examines tensions and conflicts in the labor processes of manufacturing firms and how those tensions have been addressed by employers and states. It considers six common strategies used to manage tensions in the labor process: coercion, social pyramiding, institutional segregation of incompatible labor systems, mutual commitment employment systems, new mechanisms of collective conflict resolution, and programs that promote worker participation. It shows that regulatory change, driven by the sometimes incompatible pressures of industrial upgrading, growing employment contingency, increased labor conflict, and the unintended outcomes of expanded worker protections, has had the effect of re-engaging government in enterprise-labor practices and in the labor process more generally.
Keywords: labor process, manufacturing firms, coercion, social pyramiding, institutional segregation, labor systems, conflict resolution, worker participation, mutual commitment employment, labor conflict
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