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New Forms of Work Organization and Employee Involvement in Two Case Study Sites: Plural, Mixed and Protean

Author

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  • John F. Geary

    (Universily of Warwick)

Abstract

This article critically examines the introduction of new forms of work organization and employee involvement in two American electronics companies operating in the Republic of Ireland. The success of these initiatives was found to be intimately related to three factors: management commitment, workers' response and operational pressures. It was found that a number of different forms of labour regulation existed side-by-side within the same organization. This paper tries to account for the persistence of these 'older' forms of labour regulation. In addition, it is argued that workers remain suspicious of, and removed from, management.

Suggested Citation

  • John F. Geary, 1993. "New Forms of Work Organization and Employee Involvement in Two Case Study Sites: Plural, Mixed and Protean," Economic and Industrial Democracy, Department of Economic History, Uppsala University, Sweden, vol. 14(4), pages 511-534, November.
    • Handle: RePEc:sae:ecoind:v:14:y:1993:i:4:p:511-534
    DOI: 10.1177/0143831X93144003
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    References listed on IDEAS

    as
    1. David E. Guest, 1987. "Human Resource Management And Industrial Relations[1]," Journal of Management Studies, Wiley Blackwell, vol. 24(5), pages 503-521, September.
    2. P. K. Edwards, 1992. "Industrial Conflict: Themes and Issues in Recent Research," British Journal of Industrial Relations, London School of Economics, vol. 30(3), pages 361-404, September.
    3. John Kelly & Caroline Kelly, 1991. "‘Them and Us’: Social Psychology and ‘The New Industrial Relations’," British Journal of Industrial Relations, London School of Economics, vol. 29(1), pages 25-48, March.
    4. Stephen Hill, 1991. "Why Quality Circles Failed but Total Quality Management Might Succeed," British Journal of Industrial Relations, London School of Economics, vol. 29(4), pages 541-568, December.
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    Cited by:

    1. Caroline Lloyd & Helen Newell, 2001. "Changing Management-Union Relations: Consultation in the UK Pharmaceutical Industry," Economic and Industrial Democracy, Department of Economic History, Uppsala University, Sweden, vol. 22(3), pages 357-382, August.
    2. Martyn Wright & Paul Edwards, 1998. "Does Teamworking Work, and if so, Why? A Case Study in the Aluminium Industry," Economic and Industrial Democracy, Department of Economic History, Uppsala University, Sweden, vol. 19(1), pages 59-90, February.
    3. Jacques Belanger & Martin Dumas, 1998. "Teamwork and Internal Labour Markets: A Study of a Canadian Aluminium Smelter," Economic and Industrial Democracy, Department of Economic History, Uppsala University, Sweden, vol. 19(3), pages 417-442, August.

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