Employee Responses to New Management Techniques in the Auto Industry

Paul Stewart and Philip Garrahan
Additional contact information
Paul Stewart: Cardiff Business School, University of Wales
Philip Garrahan: Department of Social, Political and Economic Studies at the University of Northumbria.

Work, Employment & Society, 1995, vol. 9, issue 3, 517-536

Abstract: New management techniques (NMTs) associated with `lean production' - teamworking; just-in-time (JIT) systems; continuous improvement (kaizen); zero defects and so on - have become increasingly influential, particularly in the car industry. This paper reports on case studies and a questionnaire survey of workers in UK and US auto firms operating in Britain. Trade unions have had a significant, albeit variable, impact on the introduction of NMTs. However, not only do the workers have an incomplete perception of the nature of NMTs, but those they do experience would seem to result in an intensification of work, rather than `smarter' work as predicted by the protagonists of NMTs.

Date: 1995
References: Add references at CitEc
Citations:

Downloads: (external link)
http://wes.sagepub.com/content/9/3/517.abstract (text/html)

Related works:
This item may be available elsewhere in EconPapers: Search for items with the same title.

Export reference: BibTeX RIS (EndNote, ProCite, RefMan) HTML/Text

Persistent link: https://EconPapers.repec.org/RePEc:sae:woemps:v:9:y:1995:i:3:p:517-536

Access Statistics for this article

More articles in Work, Employment & Society from British Sociological Association
Bibliographic data for series maintained by SAGE Publications ().