Browsing Management and Law by Subject "Pay"
Now showing items 1-4 of 4
Academies, managerialism and school teachers’ working lives: a labour process perspectiveThe English school sector has been transformed over recent decades through wide-ranging education policies. One far-reaching change has been the dramatic rise in academy schools driven by the Conservative-Liberal Democrat Coalition (2010-2015) (Stevenson 2016), with 64.7% of secondary state-funded schools now holding academy status (Department for Education 2018). A central issue emerging from this context is the changes to school teachers’ pay and working conditions, given that autonomy over employment terms and conditions transfer from local authorities to operating education trusts under the academy model (see Academies Act 2010). Stevenson (2011) importantly argued that rather than establishing new directions in education policy, recent changes – such as the academy expansion enterprise – solidify the long-standing trajectory of restructuring to public education, underpinned by neoliberal ideologies. Such projects seek to fragment a public service accountable to local authorities, superseding it with a state-subsidised system buttressed by predominantly private investors (Stevenson 2011); pressing schools into competition for students and resources (Connell 2009). Dovetailed in this setting, a significant study by Carter and Stevenson (2012:491), exploring workforce remodelling in teaching, found strong evidence for “an accelerated form of creeping managerialism,” with middle-grade teachers carrying increasing responsibility for the monitoring of colleagues. The combined effects of markets and managerialism, that bolster the grander-scale neoliberal project, have worked in unison to fundamentally recast teachers’ experiences of work (Stevenson and Wood 2013). Currently in its analytical phase, this PhD study, informed by a labour process theoretical (LPT) perspective, set out to explore (1) the various formal and informal structures and processes (control strategies) that impact on school teachers’ work, (2) how teachers experience those control strategies, (3) teachers’ orientations to work and (4) how teachers’ orientations to work interrelate with their experiences of control strategies. Several scholars employ an LPT perspective to facilitate critical studies of teachers’ work (for examples see Carter and Stevenson 2012; Stevenson and Wood 2013). Yet there remains a paucity of research that takes an LPT approach to the in-depth interpretive analysis of teachers’ work. Inspired by a call from Reid (2003) for research that combines LPT with detailed single-site ethnographic accounts, a qualitative ethnography of one academy school in Northern England was conducted over a four-month period. This comprised interviews with 26 teachers, senior managers, HR and trade union representatives; a six-week shadowing period; non-participant observations and document collection. This article focuses on two key issues relating to the impact of academies and widespread managerialism on teachers’ work experiences: working time and teaching preparation. In particular, it highlights the erosion of autonomy previously given to teachers to manage their own time, lessons and resources; with accounts of increased frustration at the rising mechanisation of teaching. The central contribution of this paper, therefore, is the application of LPT to the context of contemporary teachers’ work in England, to gain an in-depth understanding of the impact of academies and widespread managerialism on school teachers’ working lives.
The Dominance Effect? Multinational Corporations in the Italian Quick-Food Service SectorThis paper is based on a study of the employment practices of one Italian-owned multinational corporation (MNC) and one US-owned MNC in the Italian quick-food service sector and examines such issues as work organization, unionization, employee representation and pay and conditions. The paper focuses on the concept of ‘dominance’ and the related convergence and divergence theses. The findings suggest that dominance can not only be interpreted as a mode of employment or production emanating from one country, but could also be associated with one dominant MNC in one sector. Consequently, it is argued that while the effect of host and home country influences may be significant factors in cross-border employment relations practices, more attention needs to be paid to organizational contingencies and the sectoral characteristics within which firms operate.
Everything and Nothing Changes: Fast-Food Employers and the Threat to Minimum Wage Regulation in IrelandIreland’s selective system of collective agreed minimum wages has come under significant pressure in recent years. A new fast-food employer body took a constitutional challenge against the system of Joint Labour Committees (JLCs) and this was strengthened by the discourse on the negative effects of minimum wages as Ireland’s economic crisis worsened. Taking a historical institutional approach, the article examines the critical juncture for the JLC system and the factors which led to the subsequent government decision to retain but reform the system. The article argues that the improved enforcement of minimum wages was a key factor in the employers’ push for abolition of the system but that the legacy of a collapsed social partnership system prevented the system’s abolition.
Exploring change in small firms' HRM practicesThe academic literature widely acknowledges changes and variation in the practices of small firms but only a small amount of empirical work has explored the processes through which HRM practices undergo change. Research has tended, instead, to examine the presence and effectiveness of HRM in small firms and has often viewed this in terms of a deficit model relating such practices to an understanding of HRM derived from larger firms. This chapter focuses on the recruitment and selection and staff payment practices in use in three small services firms to explore the everyday, ongoing detail of their HRM processes and practices. Identifying the different processes through which recruitment and selection and staff payment practices changed in the participant firms provides a base for discussing persistent forms of informality and the lack of stability that reflects the everyday realities of the firms, not only in contrast to their formalized policies but in engagement with them. This chapter advances understanding of selected HRM practices in small services firms after periods of formalization and adoption of HRM policies and practices. The chapter also discusses how developing knowledge of small firms’ HRM practices in this way has implications for researchers and practitioners.