Flexible scheduling, degradation of job quality and barriers to collective voice

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Flexible scheduling, degradation of job quality and barriers to collective voice. / Wood, Alexander.

In: Human Relations, Vol. 69, No. 10, 01.10.2016, p. 1989-2010.

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@article{69dcd4b99f8b4f5fb80b0ce226756bea,
title = "Flexible scheduling, degradation of job quality and barriers to collective voice",
abstract = "This article examines the operation of flexible scheduling in practice through a case study of a large retail firm in the United Kingdom. It includes analysis of 39 semistructured interviews, participant observation of shop floor work and non-participant observation of union organizing as well as analysis of key documents. The findings highlight the high level of generalized temporal flexibility across employment statuses. This temporal flexibility enables firm flexibility without necessitating a reliance upon contingent workers. Temporal flexibility is found to entail manager-control of flexible scheduling and is shown to be damaging to perceptions of job quality as it acts as a barrier to work-life balance. Union presence and collective bargaining at the firm are found to be ineffective at influencing flexible scheduling so as to improve job quality. This ineffectiveness can be explained by the union operating in an employer-dominated industrial relations environment in which its associational power is unable to compensate for a lack of institutional and structural economic power.",
keywords = "contingent, flexibility, job quality, partnership, retail, scheduling, trade union, voice, working time",
author = "Alexander Wood",
year = "2016",
month = oct,
day = "1",
doi = "10.1177/0018726716631396",
language = "English",
volume = "69",
pages = "1989--2010",
journal = "Human Relations",
issn = "0018-7267",
publisher = "SAGE Publications",
number = "10",

}

RIS

TY - JOUR

T1 - Flexible scheduling, degradation of job quality and barriers to collective voice

AU - Wood, Alexander

PY - 2016/10/1

Y1 - 2016/10/1

N2 - This article examines the operation of flexible scheduling in practice through a case study of a large retail firm in the United Kingdom. It includes analysis of 39 semistructured interviews, participant observation of shop floor work and non-participant observation of union organizing as well as analysis of key documents. The findings highlight the high level of generalized temporal flexibility across employment statuses. This temporal flexibility enables firm flexibility without necessitating a reliance upon contingent workers. Temporal flexibility is found to entail manager-control of flexible scheduling and is shown to be damaging to perceptions of job quality as it acts as a barrier to work-life balance. Union presence and collective bargaining at the firm are found to be ineffective at influencing flexible scheduling so as to improve job quality. This ineffectiveness can be explained by the union operating in an employer-dominated industrial relations environment in which its associational power is unable to compensate for a lack of institutional and structural economic power.

AB - This article examines the operation of flexible scheduling in practice through a case study of a large retail firm in the United Kingdom. It includes analysis of 39 semistructured interviews, participant observation of shop floor work and non-participant observation of union organizing as well as analysis of key documents. The findings highlight the high level of generalized temporal flexibility across employment statuses. This temporal flexibility enables firm flexibility without necessitating a reliance upon contingent workers. Temporal flexibility is found to entail manager-control of flexible scheduling and is shown to be damaging to perceptions of job quality as it acts as a barrier to work-life balance. Union presence and collective bargaining at the firm are found to be ineffective at influencing flexible scheduling so as to improve job quality. This ineffectiveness can be explained by the union operating in an employer-dominated industrial relations environment in which its associational power is unable to compensate for a lack of institutional and structural economic power.

KW - contingent

KW - flexibility

KW - job quality

KW - partnership

KW - retail

KW - scheduling

KW - trade union

KW - voice

KW - working time

U2 - 10.1177/0018726716631396

DO - 10.1177/0018726716631396

M3 - Article

VL - 69

SP - 1989

EP - 2010

JO - Human Relations

JF - Human Relations

SN - 0018-7267

IS - 10

ER -