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Workplace transformation at incrementalist plants: A cross-national comparative study of a Ford and a Hyundai plant

机译：渐进式工厂的工作场所转型：福特和现代工厂的跨国比较研究

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摘要

This study analyzes the workplace transformations occurring at two "incrementalist plants" in Korea and the United States, where management has initiated workplace reforms in a piecemeal manner. I argue that the limited outcome of workplace transformations at incrementalist plants derives from management's loss of control over workplace reforms. Management's control loss results from shopfloor actors' efforts to defend their self-interests and the inconsistent and ad hoc nature of managerial policies and actions. This study highlights the social and political nature of workplace transformations by examining how shopfloor actors affect the implementation and operation of managerial workplace reform initiatives.;The evidence comes from qualitative data gathered in field research (interviews and participant observation) in the two plants as well as from analysis of original documentation provided by the two companies (and the unions) and secondary literature. A three tier institutional framework, including (1) the corporate management's strategic focuses on workplace reforms, (2) plant management's workplace reform actions, and (3) shopfloor actors'--shopfloor managers, union representatives, and workers--reactions to managerial policies and actions is used to analyze the case data. For Ford, I trace the historical evolution of workplace transformation in the period of 1980-1994, particularly focusing on three key aspects of workplace changes that: reform production standards practices, introduce the "isolated" modern operating agreement, and promote employee involvement. For Hyundai, this study analyzes workplace transformations that occurred at a Hyundai plant between 1987-1995. Key workplace transformation issues at the Hyundai plant include managerial reform efforts that: re-establish foremen's authority, enhance man-hour management, and promote flexible labor utilization.;The cross-national comparative case study of the two plants which are in the radically different business and industrial relations context reveals that workplace transformations in incrementalist plants commonly entail intense shopfloor politics, which creates the attenuation of managerial initiatives in the implementation and operation of workplace reforms. The variation in managerial strategic approaches and the implementation of work reforms at the two companies (and plants) is explained by top management's business orientation; the nature and structure of labor-management relations; and the origins of workplace problems.
机译：这项研究分析了在韩国和美国的两家“增量主义工厂”发生的工作场所变革，在这些工厂中，管理层以零碎的方式发起了工作场所改革。我认为，增量主义工厂的工作场所转型的有限结果是由于管理层失去了对工作场所改革的控制。管理层的控制权损失是由车间行为者为维护自身利益而做出的努力以及管理政策和行为的不一致和临时性造成的。这项研究通过检查车间参与者如何影响管理型工作场所改革计划的实施和运营，突出了工作场所转型的社会和政治性质。;证据也来自两个工厂的现场研究（访谈和参与者观察）中收集的定性数据通过分析两家公司（和工会）提供的原始文档以及二手文献。一个三层的制度框架，包括（1）公司管理层的战略重点是工作场所改革，（2）工厂管理层的工作场所改革行动，以及（3）车间参与者-车间经理，工会代表和工人-对管理层的反应策略和操作用于分析案例数据。对于福特，我追溯了1980-1994年间工作场所转型的历史演变，特别关注工作场所变革的三个关键方面：改革生产标准做法，引入“孤立的”现代运营协议并促进员工参与。对于现代汽车，这项研究分析了1987-1995年间现代汽车工厂发生的工作场所转换。现代工厂的主要工作场所转型问题包括管理改革，这些工作包括：重新建立领班的权力，加强工时管理，促进灵活的劳动力利用。；这两个工厂的跨国比较案例研究截然不同商业和劳资关系背景表明，增量主义工厂的工作场所转型通常需要激烈的车间政治，这会削弱管理措施在实施和实施工作场所改革中的作用。高层管理人员的业务定位解释了两家公司（和工厂）的管理战略方法的差异和工作改革的实施；劳资关系的性质和结构；以及工作场所问题的根源。

著录项

  • 作者

    Lee, Byoung-Hoon.;

  • 作者单位

    Cornell University.;

  • 授予单位 Cornell University.;
  • 学科 Labor relations.;Management.
  • 学位 Ph.D.
  • 年度 1997
  • 页码 349 p.
  • 总页数 349
  • 原文格式 PDF
  • 正文语种 eng
  • 中图分类
  • 关键词

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