Paul Blyton
Datos Biográficos
| ID | 247384 |
|---|---|
| NOMBRE | Paul Blyton |
| NOMBRES | Paul |
| APELLIDO | Blyton |
| FIRMA | BLYTON P |
| AFILIACIONES | Cardiff University |
| VERIFICADO | No |
| TOTAL DE OBRAS | 34 |
| TOTAL DE CITAS | 76 |
| TOTAL COMO AUTOR | 32 |
| TOTAL COMO EDITOR | 3 |
| PRIMER AÑO DE PUBLICACIÓN | 1981 |
| AÑO MÁS RECIENTE DE PUBLICACIÓN | 2020 |
| ÍNDICE H | 7 |
High-performance work systems and organizational performance across societal cultures
Time, Work and Organization
In debt to the time-bank
In this article we focus on the creation of debt relations between workers and their workplace as a tool of managerial control in the garment factories of Bangalore, India. The currency of indebtedness in this case is working time and our focus is the manipulation of hours of work at the base of the international, buyer-driven, garment supply chain. In illuminating debt relations and worker dependency as an element of managers' repertoire of cont…
Changes in Working Time (Routledge Revivals)
First published in 1985, this book examines the major components of working time from an international perspective, considering the individual aspects of working time, with particular emphasis on the argument that work should be shared to alleviate unemployment and the case for further increasing the flexibility and choice in working arrangements. Paul Blyton reviews working time since the Industrial Revolution, when a strict time-frame was first…
Mobilizing Resistance
This paper draws on mobilization theory, frame analysis and community characteristics to explore a high-profile campaign by a largely female workforce against the closure of a clothing plant owned by the international fashion house, Burberry. It analyses the particular factors associated with their mobilization and examines the workforce's propensity to act collectively, having exhibited little indication of a clear definition of its collective i…
Life after Burberry
This article sheds new light on neglected areas of recent 'work-life' discussions. Drawing on a study of a largely female workforce made redundant by factory relocation, the majority subsequently finding alternative employment in a variety of work settings, the results illustrate aspects of both positive and negative spillover from work to non-work life. In addition, the findings add to the growing number of studies that highlight the conditions …
Reassessing the Employment Relationship
Introduction The Critical Future of HRM Research Personnel Economics and the Employment Relationship New Forms of Control in Contemporary Work Organizations Reassessing Identities in and of Organizations Reassessing Markets and the Employment Relationship Reassessing Governance and the Employment Relationship Reassessing Employment Law Bringing Employment Cack In: a Critique of Current Theorising of Inter-organizational Relations Customer Service…
Accessing a Sustainable Work Life
The paper begins by examining what a more sustainable work life would look like for employees and communities. In terms of work arrangements, one aspect involves the amount of commuting required, and the prospects for expanding work schedules that require travel to and from work on fewer days. This could be achieved either by longer individual shifts (completing weekly contractual hours in fewer days) or by some work being undertaken from home. T…
The impact of organizational change on steelworkers in craft and production occupational groups
This article examines the impact of organizational change on different occupational groups in the steel industry. In difficult financial circumstances and resulting pressure to downsize, a move to new forms of team-based working, in combination with staffing reductions, led to differential effects on craft and production occupational groups. Job satisfaction declined as a result of these changes with production workers reporting work intensificat…
The Sage Handbook of Industrial Relations
Work-Life Integration
The Effects of Co-Operating or Conflicting over Work Restructuring
This paper examines patterns of worker response to the introduction of teamworking at two similar large work sites. We consider whether the patterns of response are significantly different where change has been introduced through a more cooperative or a more conflictual bargaining process. In the cooperative negotiations that more typified one site, trade unions made concessions, generating both dissatisfaction with the terms under which teams we…
A longitudinal study of the influence of shop floor work teams on expressions of ‘us’ and ‘them’
A discourse analysis of employee rhetoric before and after the introduction of shop floor work teams in a steel mill reveals important changes in expressions of ‘us’ and ‘them’ attitudes. The normative rhetoric of teamworking used by managers, insisting that all employees are working towards the same goal, raised an expectation of change in the traditional ‘them’ and ‘us’ divide between managers and workers. When workers detected little subsequen…
Trade union responses to workplace restructuring
In this article we identify four distinct types of union responses to workplace restructuring on the basis of different combinations of ideological orientations and actions in collective bargaining. Four union branches are described, each making one of these different types of response when required to negotiate the introduction of teamworking in two steel plants. We report a wide variation in the subsequent outcomes from teamworking for manageme…
The Realities of Work
Job Insecurity
Management Practices and Employee Attitudes
This paper reports findings from a third consecutive study to re-visit a steelworks that provided a classic elaboration of the industrial enterprise as a social system. The social system of the works in the 1950s (Scott et al., 1956) was used to explain the positive orientation of steelworkers to change. A later study of the plant in 1991 uncovered a remarkably similar positive orientation to change in the plant indicating a number of continuitie…
High Road and Low Road Teamworking
In this article, we explore the relationship between two different types of teamworking, perceptions of management rationales for introducing teamworking and organizational and human resource outcomes. Teamworking is classified into two different types: `high road' and `low road' teamworking. Management rationales for introducing teamworking are categorized as economic, social and cultural. Organizational performance is assessed by perceptions of…
The Dynamics of Employee Relations
List of Tables and Figures - Abbreviations - Preface - PART ONE: THE THEORY AND CONTEXT OF EMPLOYEE RELATIONS - Employee Relations - The Theory of Employee Relations - The Dynamic Context of Employee Relations - PART TWO: THE ACTORS IN EMPLOYEE RELATIONS - Management and Employee Relations - Unions and Their Members - Employee Relations and the State - PART THREE: INTERACTIONS AND OUTCOMES - Development in the Process and Outcomes of Collective B…
The Realities of Work
Re-Casting the Occupational Culture in Steel
Teamworking developments in the iron and steel industry potentially have far-reaching implications for steelworkers' occupational culture. The traditional seniority-based crew system is examined and is shown to have exerted a considerable influence in shaping the occupational culture in steel. Recent changes in work organisation are discussed, including the nature of teamworking developments at two steel plants. The authors conclude that the chan…
Re‐casting the politics of steel in Europe
In this article we explore the response of European trade unions to the 1990s steel crisis. Trade unions have faced wide ranging challenges including: the globalisation of the industry; steel companies becoming increasingly international; privatisation; the eastern European steel market; the liberalisation of world trade; the new emerging priorities of the EU and internal company reorganisation. Our key argument is that their response has been hi…
Constructing the post‐fordist state? The politics of labour market flexibility in Spain
This article addresses several issues surrounding the politics of flexibility in Spain. First, it argues that the strategic role of trade unions develop and condition public policies on labour market reform by couching their strategies in terms of the post‐war labour market strategies and structures of the state, especially as governments attempt to move away from established forms of fordist regulation. Hence, second, a broader political and his…
Recent working time developments in the UK
The Climate of Workplace Relations
1. Setting the Stage 2. Change and Continuity in Workplace Industrial Relations 3. The Climate Concept 4. The Research Design 5. The Overall Findings 6. The Case Study Analysis 7. Conclusions and Future Inquiry
Life after Burberry
This article sheds new light on neglected areas of recent 'work-life' discussions. Drawing on a study of a largely female workforce made redundant by factory relocation, the majority subsequently finding alternative employment in a variety of work settings, the results illustrate aspects of both positive and negative spillover from work to non-work life. In addition, the findings add to the growing number of studies that highlight the conditions …
Constructing the post‐fordist state? The politics of labour market flexibility in Spain
This article addresses several issues surrounding the politics of flexibility in Spain. First, it argues that the strategic role of trade unions develop and condition public policies on labour market reform by couching their strategies in terms of the post‐war labour market strategies and structures of the state, especially as governments attempt to move away from established forms of fordist regulation. Hence, second, a broader political and his…
High Road and Low Road Teamworking
In this article, we explore the relationship between two different types of teamworking, perceptions of management rationales for introducing teamworking and organizational and human resource outcomes. Teamworking is classified into two different types: `high road' and `low road' teamworking. Management rationales for introducing teamworking are categorized as economic, social and cultural. Organizational performance is assessed by perceptions of…
A longitudinal study of the influence of shop floor work teams on expressions of ‘us’ and ‘them’
A discourse analysis of employee rhetoric before and after the introduction of shop floor work teams in a steel mill reveals important changes in expressions of ‘us’ and ‘them’ attitudes. The normative rhetoric of teamworking used by managers, insisting that all employees are working towards the same goal, raised an expectation of change in the traditional ‘them’ and ‘us’ divide between managers and workers. When workers detected little subsequen…
In debt to the time-bank
In this article we focus on the creation of debt relations between workers and their workplace as a tool of managerial control in the garment factories of Bangalore, India. The currency of indebtedness in this case is working time and our focus is the manipulation of hours of work at the base of the international, buyer-driven, garment supply chain. In illuminating debt relations and worker dependency as an element of managers' repertoire of cont…
Trade union responses to workplace restructuring
In this article we identify four distinct types of union responses to workplace restructuring on the basis of different combinations of ideological orientations and actions in collective bargaining. Four union branches are described, each making one of these different types of response when required to negotiate the introduction of teamworking in two steel plants. We report a wide variation in the subsequent outcomes from teamworking for manageme…
Re-Casting the Occupational Culture in Steel
Teamworking developments in the iron and steel industry potentially have far-reaching implications for steelworkers' occupational culture. The traditional seniority-based crew system is examined and is shown to have exerted a considerable influence in shaping the occupational culture in steel. Recent changes in work organisation are discussed, including the nature of teamworking developments at two steel plants. The authors conclude that the chan…
Management Practices and Employee Attitudes
This paper reports findings from a third consecutive study to re-visit a steelworks that provided a classic elaboration of the industrial enterprise as a social system. The social system of the works in the 1950s (Scott et al., 1956) was used to explain the positive orientation of steelworkers to change. A later study of the plant in 1991 uncovered a remarkably similar positive orientation to change in the plant indicating a number of continuitie…
Mobilizing Resistance
This paper draws on mobilization theory, frame analysis and community characteristics to explore a high-profile campaign by a largely female workforce against the closure of a clothing plant owned by the international fashion house, Burberry. It analyses the particular factors associated with their mobilization and examines the workforce's propensity to act collectively, having exhibited little indication of a clear definition of its collective i…
Re‐casting the politics of steel in Europe
In this article we explore the response of European trade unions to the 1990s steel crisis. Trade unions have faced wide ranging challenges including: the globalisation of the industry; steel companies becoming increasingly international; privatisation; the eastern European steel market; the liberalisation of world trade; the new emerging priorities of the EU and internal company reorganisation. Our key argument is that their response has been hi…
The impact of organizational change on steelworkers in craft and production occupational groups
This article examines the impact of organizational change on different occupational groups in the steel industry. In difficult financial circumstances and resulting pressure to downsize, a move to new forms of team-based working, in combination with staffing reductions, led to differential effects on craft and production occupational groups. Job satisfaction declined as a result of these changes with production workers reporting work intensificat…
The Effects of Co-Operating or Conflicting over Work Restructuring
This paper examines patterns of worker response to the introduction of teamworking at two similar large work sites. We consider whether the patterns of response are significantly different where change has been introduced through a more cooperative or a more conflictual bargaining process. In the cooperative negotiations that more typified one site, trade unions made concessions, generating both dissatisfaction with the terms under which teams we…
Recent working time developments in the UK
Job status and white‐collar members' union activity
The study looks at membership activity and intra‐union relations in one branch of NALGO, the local government union, organizing across all job levels of the white‐collar hierarchy, including managerial grades. From the findings of research on small‐group behaviour and studies of blue‐collar unions, it was hypothesized that members' job status in the managerial system would be positively related to their union activity, and that status would also …
Shorter Notices
Partial Pension Scheme Insights from the Swedish Partial Pensions Scheme
Among the changes occurring in patterns of working time there is evidence of a growing interest in ‘phased’ or ‘partial’ retirement, which seeks to ease the transition between work and retirement. Though a small number of companies in other countries have introduced this option, Sweden is unique in operating partial retirement on a national scale. The development of the Swedish partial pension scheme, since its introduction in 1976, is examined a…
Changes in Working Time
State, Capital and Labour
Industrial relations climate
Using the concept of organizational climate, this paper reports a study conducted to validate a measure of industrial relations climate. Industrial relations climate is defined as a subset of organizational climate that pertains to the norms and attitudes reflecting union‐management relationships in an organization. Data were collected by means of extensive interviews with management and union representatives, and by distributing a questionnaire …
Time, Work, and Organization
A Flexible Future
State, Capital and Labour
A Flexible Future? Prospects for Employment and Organization
Recent working time developments in the UK
The Climate of Workplace Relations
1. Setting the Stage 2. Change and Continuity in Workplace Industrial Relations 3. The Climate Concept 4. The Research Design 5. The Overall Findings 6. The Case Study Analysis 7. Conclusions and Future Inquiry
Constructing the post‐fordist state? The politics of labour market flexibility in Spain
This article addresses several issues surrounding the politics of flexibility in Spain. First, it argues that the strategic role of trade unions develop and condition public policies on labour market reform by couching their strategies in terms of the post‐war labour market strategies and structures of the state, especially as governments attempt to move away from established forms of fordist regulation. Hence, second, a broader political and his…
Re‐casting the politics of steel in Europe
In this article we explore the response of European trade unions to the 1990s steel crisis. Trade unions have faced wide ranging challenges including: the globalisation of the industry; steel companies becoming increasingly international; privatisation; the eastern European steel market; the liberalisation of world trade; the new emerging priorities of the EU and internal company reorganisation. Our key argument is that their response has been hi…
Re-Casting the Occupational Culture in Steel
Teamworking developments in the iron and steel industry potentially have far-reaching implications for steelworkers' occupational culture. The traditional seniority-based crew system is examined and is shown to have exerted a considerable influence in shaping the occupational culture in steel. Recent changes in work organisation are discussed, including the nature of teamworking developments at two steel plants. The authors conclude that the chan…
The Realities of Work
The Dynamics of Employee Relations
List of Tables and Figures - Abbreviations - Preface - PART ONE: THE THEORY AND CONTEXT OF EMPLOYEE RELATIONS - Employee Relations - The Theory of Employee Relations - The Dynamic Context of Employee Relations - PART TWO: THE ACTORS IN EMPLOYEE RELATIONS - Management and Employee Relations - Unions and Their Members - Employee Relations and the State - PART THREE: INTERACTIONS AND OUTCOMES - Development in the Process and Outcomes of Collective B…
High Road and Low Road Teamworking
In this article, we explore the relationship between two different types of teamworking, perceptions of management rationales for introducing teamworking and organizational and human resource outcomes. Teamworking is classified into two different types: `high road' and `low road' teamworking. Management rationales for introducing teamworking are categorized as economic, social and cultural. Organizational performance is assessed by perceptions of…
Job Insecurity
Management Practices and Employee Attitudes
This paper reports findings from a third consecutive study to re-visit a steelworks that provided a classic elaboration of the industrial enterprise as a social system. The social system of the works in the 1950s (Scott et al., 1956) was used to explain the positive orientation of steelworkers to change. A later study of the plant in 1991 uncovered a remarkably similar positive orientation to change in the plant indicating a number of continuitie…
The Realities of Work
Trade union responses to workplace restructuring
In this article we identify four distinct types of union responses to workplace restructuring on the basis of different combinations of ideological orientations and actions in collective bargaining. Four union branches are described, each making one of these different types of response when required to negotiate the introduction of teamworking in two steel plants. We report a wide variation in the subsequent outcomes from teamworking for manageme…
A longitudinal study of the influence of shop floor work teams on expressions of ‘us’ and ‘them’
A discourse analysis of employee rhetoric before and after the introduction of shop floor work teams in a steel mill reveals important changes in expressions of ‘us’ and ‘them’ attitudes. The normative rhetoric of teamworking used by managers, insisting that all employees are working towards the same goal, raised an expectation of change in the traditional ‘them’ and ‘us’ divide between managers and workers. When workers detected little subsequen…
Work-Life Integration
The Effects of Co-Operating or Conflicting over Work Restructuring
This paper examines patterns of worker response to the introduction of teamworking at two similar large work sites. We consider whether the patterns of response are significantly different where change has been introduced through a more cooperative or a more conflictual bargaining process. In the cooperative negotiations that more typified one site, trade unions made concessions, generating both dissatisfaction with the terms under which teams we…
Economics (20 obras) · Labor Movements and Unions (16 obras) · Political science (16 obras) · Engineering (15 obras) · Psychology (14 obras) · Sociology (14 obras) · Business (11 obras) · Work (physics) (10 obras) · Labour economics (9 obras) · Computer Science (8 obras)