000			01950nam a2200193Ia 4500
999			_c27318 _d27318
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008			200202s9999 xx 000 0 und d
020			_a306424509
082			_a331.0973 Wor
100			_aCornfield, Daniel B. (ed.)
245		0	_aWorkers, managers and technological change: emerging patterns of labor relations
260			_aNew York
260			_bPlenum Press
260			_c1987
300			_a362 p.
520			_aThe current era of U.S. labor relations is no exception-however, workers and managers in different industries have developed diverse arrange ments for controlling technological change and promoting their respective interests. With technological change during the post-World War II period, two patterns of labor relations have emerged. First, in industries such as newspaper printing, insurance, and air traffic control, management has gained more control of the labor process at the point of production in the shop or office. Increased unilateral managerial control has taken a variety of forms, including job deskilling; the wresting of discretion from workers over the determination of work pace and methods; and computerized supervision and monitoring of workers, worker productivity, and quality control. Second, in other industries such as coal mining, steel, and autos, workers and managers have developed joint labor-management forums for cooperative decision making on company- and, in some cases, industry-wide issues, such as controlling technological change. These cooperative forums, or formal labor-management cooperation, include joint labor-management commit tees that address productivity, job security, technical, finance, and marketing problems; joint efforts at lobbying the government for legislation which would buffer the industry from market adversity; and worker representation on company boards of directors.
650			_aLabour supply - United States
942			_cB _2ddc