Full bibliography

Presents a case study of shop floor training based on the author's experience as a trainee machinist working in large, unionized machine shops in Hamilton, Ontario, in 1977. Argues that workplace conflict and a lack of support undermines training. Analyzes the antagonisms that arise from formal and informal knowledge and social hierarchies, incentive regimes, game behaviour, and the interplay of methods, quality control, and production times in a for-profit corporation. Also discusses the history of scientific management, its preoccupation with best solutions and deskilling, and contracting out rather than in-house training of specialist skills. Concludes that while self-managed workers' control would integrate production, learning, and managing, the other, more likely, outcome will be the automated factory that further suppresses workforce knowledge and reduces general skill.