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The paper analyzes how digitalization in conjunction with changes to the economic environment are affecting the nature of low-skilled jobs in the logistics sector; in particular, job content and the working and employment conditions attached to those jobs. On the basis of expert interviews and company case studies in French and German retail warehouses, the authors investigate whether the adaptation of these jobs corresponds to the more general ‘neo-Taylorist’ transformation of workplaces discussed in the literature and seek to identify those factors that are helping to stabilize or modify this trend. Drawing on the comparative labour relations literature, which distinguishes between different types of workers’ power resources (institutional, associational and structural), the study examines how and to what extent employees and their representatives renegotiate or influence techno-organizational choices. By focusing on firms headquartered in France and Germany, we can shed some light on whether the institutional power of organized labour may enable them to foster trajectories other than the kind of ‘digital Taylorism’ we see in liberal market economies. The findings point, however, to a general convergence on digitally enhanced ‘Neo-Taylorism,’ which is characterized by deskilling and intensification of performance control. The limited cross-country variation can largely be explained by the very similar effects across countries of ‘lean’ supply-chain transformation and the trend toward outsourcing and offshoring, which negatively affect workers’ structural power. Moreover, associational resources are negatively affected by the deskilling trend. Meanwhile, the findings provide some evidence of a beneficial impact from the institutional power of worker representatives in both countries: in particular, the rights to veto and co-determine performance management systems. These rights have not altogether helped prevent the shift toward neo-Taylorism but have contributed to somewhat less intense forms of neo-Taylorism.
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Could “centralized” bodies of collective representation constitute a power resource for employees in contemporary fragmented work organizations? Referring to the particular features of the institutional framework in France, this article links the theory of power resources to the concept of institutional toying to show that the power resources of managers allow them to make use of institutional shortcomings that limit the scope of these bodies as power resources for employees. The article draws on the REPONSE 2017 (DARES) survey, which sought to quantify “fragmented” organizations and their collective representation bodies. Six case studies of fragmented companies are also used to illustrate the diversity of institutional toying strategies employed by managers.
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Les instances « centralisées » de représentation collective pourraient-elles constituer une ressource de pouvoir pour les salariés dans les organisations de travail fragmentées contemporaines? En se référant aux spécificités du cadre institutionnel français, cet article articule la théorie des ressources de pouvoir au concept de modelage institutionnel pour faire apparaître que les ressources de pouvoir des directions leur permettent de s’appuyer sur des lacunes institutionnelles limitant la portée de ces instances comme ressources de pouvoir pour les salariés. Il utilise l’enquête REPONSE 2017 (DARES) pour quantifier les entreprises « éclatées » ainsi que leurs instances de représentation collective. Six monographies d’entreprises éclatées sont également mobilisées pour illustrer la diversité des stratégies de modelage institutionnel des directions.
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- Journal Article (3)