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Managerial Control of Employees Working at Home

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Listed:
  • Alan Felstead
  • Nick Jewson
  • Sally Walters

Abstract

Places of work constitute processes of management by facilitating 'visibility' (the possibility for supervisors and others to observe workers) and 'presence' (the ability for workers to participate in relations with co-workers and others). Working at home creates problems for both these aspects of managerial control. We suggest that managers seek to compensate for the relative lack of visibility and presence of home-located workers by generating a range of devices and social disciplines that together comprise loose networks of control. However, these responses are only partially successful since they are founded on contradictory assumptions and practices. Copyright Blackwell Publishing Ltd/London School of Economics 2003..

Suggested Citation

  • Alan Felstead & Nick Jewson & Sally Walters, 2003. "Managerial Control of Employees Working at Home," British Journal of Industrial Relations, London School of Economics, vol. 41(2), pages 241-264, June.
  • Handle: RePEc:bla:brjirl:v:41:y:2003:i:2:p:241-264
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    Cited by:

    1. Aguilera, Anne & Lethiais, Virginie & Rallet, Alain & Proulhac, Laurent, 2016. "Home-based telework in France: Characteristics, barriers and perspectives," Transportation Research Part A: Policy and Practice, Elsevier, vol. 92(C), pages 1-11.
    2. Samuel Cameron & Mark Fox, 2011. "Working from Home: Leisure Gain or Leisure Loss?," Chapters,in: Handbook on the Economics of Leisure, chapter 7 Edward Elgar Publishing.
    3. Michael Beckmann & Thomas Cornelissen, 2014. "Self-Managed Working Time and Employee Effort: Microeconometric Evidence," SOEPpapers on Multidisciplinary Panel Data Research 636, DIW Berlin, The German Socio-Economic Panel (SOEP).

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