Post-Fordism and skill : theories and perceptions
Author(s)
Bibliographic Information
Post-Fordism and skill : theories and perceptions
Ashgate, c2000
Available at 23 libraries
  Aomori
  Iwate
  Miyagi
  Akita
  Yamagata
  Fukushima
  Ibaraki
  Tochigi
  Gunma
  Saitama
  Chiba
  Tokyo
  Kanagawa
  Niigata
  Toyama
  Ishikawa
  Fukui
  Yamanashi
  Nagano
  Gifu
  Shizuoka
  Aichi
  Mie
  Shiga
  Kyoto
  Osaka
  Hyogo
  Nara
  Wakayama
  Tottori
  Shimane
  Okayama
  Hiroshima
  Yamaguchi
  Tokushima
  Kagawa
  Ehime
  Kochi
  Fukuoka
  Saga
  Nagasaki
  Kumamoto
  Oita
  Miyazaki
  Kagoshima
  Okinawa
  Korea
  China
  Thailand
  United Kingdom
  Germany
  Switzerland
  France
  Belgium
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  United States of America
Note
Bibliography: p. 213-220
Includes index
Description and Table of Contents
Description
This text aims to redress the general neglect of manager and worker perceptions of skill through the presentation of empirical evidence from three case study organizations. This is used to construct a model through which to explain subjective perceptions of skill and the causal processes that shape them. This approach serves to shift analysis away from definitions of skill constructed by sociologists and towards a theory of skill that is grounded in the subjective definitions of those directly involved in production. Further issues dealt with in the book are: the extent to which the causal processes identified as shaping subjective perceptions are explicable in the context of existing theories; an examination and explanation of the perception of skills in the context of an alleged shift between Fordist and post-Fordist production paradigms; and how management and worker perceptions relate back to the wider capitalist system. Finally, comparison is made between workers and managers perceptions and skill, and sociological definitions of skill. The author also shows that the causal process that shape perceptions of skill occur of a variety of levels.
Table of Contents
- Labour process theory, Fordism and post-Fordism
- skill, management strategies, technology and gender
- the model
- GlassCo
- Electronics UK
- Chemicals UK
- the key conclusions.
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