Today, surveillance and regulation of employees are pervasive at all levels (except the highest) in a wide variety of American workplaces. Digital information systems have become important tools of managerial control. The constraints built into these systems by so-called "business process reengineering" are a continuation of scientific management principles developed during the late 19th century. Additional means of control have included employment-based "welfare capitalism," and human relations and corporate culture approaches. This book provides fresh insight into various practices of managerial control from the 1880s to the present and their effects on work organization and quality, and worker skill requirements. The author highlights current developments--including those focused on highly skilled knowledge workers--accounting for enhanced automation, offshoring and related changes in the production and distribution of goods and services.

Management and labor have been adversaries in American and Canadian workplaces since the time of colonial settlement. Labor lacked full legal legitimacy in Canada and the United States until the mid-1930s and the passage of laws that granted collective bargaining rights and protection from dismissal due to union activity. The US National Labor Relations Act (Wagner Act) became the model for labor laws in both countries. Organized labor began to decline in the United States in the late 1960s due to a variety of factors including electoral politics, internal social and cultural differences, and economic change. Canadian unions fared better in comparison to their American counterparts, but still engaged in significant struggles. This analysis focuses on management and labor interaction in the United States and Canada from the 1930s to the turn of the second decade of the twenty-first century. It also includes a short overview of employer and worker interaction from the time of European colonization to the 1920s. The book addresses two overall questions: In what forms did management and labor conflict occur and how was labor-management interaction different between the two countries? It pays particular attention to key events and practices where the United States and Canada diverged when it came to labor-management conflict including labor law, electoral politics, social and economic change, and unionization patterns in the public and private sectors. This book shows that there were key points of convergence and divergence in the past between the United States and Canada that explain current differences in labor-management conflict and interaction in the two countries. It will be of interest to researchers, academics, and students in the fields of management and labor history, employment and labor relations, and industrial relations.

First Published in 1998. Routledge is an imprint of Taylor & Francis, an informa company.

An update to the classic history of labor and unions for a post-9/11 world. Highly acclaimed and widely read since its first publication in 1986, American Workers, American Unions provides a concise and compelling history of American workers and their unions in the twentieth century and the first decade of the twenty-first. Taking into account recent important work on the 1970s and the Reagan revolution, the fourth edition newly considers the stagflation issue, the rise of globalization and big box retailing, the failure of Congress to pass legislation supporting the right of public employees to collective bargaining, the defeat in Congress of legislation to revise the National Labor Relations Act, the emasculation of the Humphrey-Hawkins Act, and the changing dynamics of blue-collar politics. In addition to important new information on the 1970s and 1980s, the fourth edition contains a completely new final chapter. Largely written by Timothy J. Minchin, this chapter provides a rare survey of American workers and their unions between 9/11 and the 2012 presidential election. Gilbert J. Gall presents new information on government workers and their recent battles to defend workplace rights.

Presenting a rigorous analysis of HRM trends and strategies in Latin America for academics and professionals, this text provides a general overview, highlights regional characteristics, analyzes the challenges faced and explores key cultural issues of human resources in Latin America.

Analyzes management-labor relations at Chrysler during the past fifty years, explains why Chrysler has had more strikes than its competitors, and discusses the influence of political change.

Management has always been part of human organization, but it is only in the last two centuries or so that it has been the central driver of economic activity, as companies have moved from family firms to hugely complex, multinational corporations with many layers of management. The term management is commonly used in three ways: as a process or activity; as a structure in any organization; and as a group or class of people carrying out certain roles in an organization. This book is the first detailed account of the evolution of management in all three senses. The focus is mainly on the UK, but throughout the broader question of why corporate management structures developed so impressively in the USA, Germany and Japan is borne in mind, while arguably little progress was made in this regards in the UK. Equally the authors consider why, given that management is now so widely studied, so little careful research has been undertaken into the evolution of the practice and the profession of management. The book is divided into four sections. Part One provides An Introduction to Management History; Part Two, Management and Organization, explores the historical development through the 19th and 20th centuries; Part Three, Managers in Context, looks at the social and cultural context of management and managers; and Part Four considers three key functional areas, labour, marketing, and accounting and finance. This rich, detailed, and path-breaking book will be essential reading for anyone wanting to understand the evolution of management as we now understand it, whether academics, students or managers themselves.

Analyzes the causes of the decline in labor's global fortunes from 1975 to the 2000s.

In all countries, labour has war stories" to tell, but none are so violent as those of American labour. Since the 1870s at least 700 workers have been killed and thousands seriously injured in labour disputes. Nowhere but in this country have employers so actively fought back against strikes through the use of scabs," surveillance, and mercenary armies.Although much of the violence occurred decades ago, author Patricia Sexton contends that this rich history sheds light on questions that still plague observers of the American political system: Why has the United States been more conservative in its domestic policies than other Western democracies? Why is it almost alone among them in lacking a mass labour or democratic socialist party,or the kind of social policies favoured by such parties? And why has American labour unionism been in serious decline in recent decades?The most familiar answers to these questions involve consensus explanations of what has come to be known as American exceptionalism. America is conservative, observers say, because its citizens have loved" capitalism and supported its political policies wholeheartedly or because the nation's open frontier and early voting rights reduced dissent and class consciousness. Other explanations focus on various internal constraints said to be unique to the American working class or its organizations, such as conflict among diverse immigrants, the sectarianism and blunders of leftist groups, and the conservatism or incompetence of labour union leadership. All of these are said to have prevented labour from carrying out successful conflicts with employers and economic leaders.According to Sexton, these arguments ignore the remarkable record in American history of labour-left struggles: the violent suppression of industrial unionism prior to the 1930s, legal and forceful repression of trade unionism, and destruction by various means of left-leaning unions and political organizations. Her book explores instead a neglected explanation of American conservatism,that of a literal war on labour, waged by unusually powerful economic entities using repressive strategies, often backed by police and sometimes by federal forces.The details of this violent history, familiar to labour historians, are recounted here in a new perspective emphasizing the impact on workers of conflict sustained over many years. But the book is much more than a reinterpretation of this history. Patricia Sexton shows how the use of power and repression has played out as well in our institutions of law and government, in economic policies, and in the media. Making these links and showing how America's conservatism is unique among other Western democracies is the contribution of this ambitious book. For only by coming to terms with this history of repression and its legacy can we fully understand America's conservatism today.

The authors are proud sponsors of the 2020 SAGE Keith Roberts Teaching Innovations Award—enabling graduate students and early career faculty to attend the annual ASA pre-conference teaching and learning workshop. Changing Contours of Work is an exploration of the American workplace in the larger context of an integrated global economy. Presented with engaging vignettes and rich data, this Fourth Edition shows the reader how the "old economy" is now operating within the "new economy" and how that integration shapes the development of work opportunities. Authors Stephen Sweet and Peter Meiksins use an international comparative perspective, revealing the historical transformations of work and identifying the profound effects that these changes have had on lives, jobs, and life chances. This text supports the reader′s understanding of the origins of current problems confronting working people in the new economy, and contributes to a much-needed dialogue about the strategies for liberating workers from poverty, drudgery, discrimination, stress, and exploitation.