EMPLOYMENT FLEXIBILITY AND HUMAN-RESOURCE MANAGEMENT - THE CASE OF 3 AMERICAN ELECTRONICS PLANTS
UNSPECIFIED. (1992) EMPLOYMENT FLEXIBILITY AND HUMAN-RESOURCE MANAGEMENT - THE CASE OF 3 AMERICAN ELECTRONICS PLANTS. WORK EMPLOYMENT AND SOCIETY, 6 (2). pp. 251-270. ISSN 0950-0170Full text not available from this repository.
This paper critically examines management's recruitment of temporary labour at three U.S. electronics firms operating in the Republic of Ireland. Recent discussions around the flexible firm and human resource management models would suggest that the recruitment of a secondary labour force is a strategic and advantageous practice. This paper is critical of these assumptions. It was found that management's reliance on temporary employees gave rise to a number of contradictions and tensions, and in the end was considered to be disadvantageous. This paper is also critical of the flexibility literature's neglect of employees' response to these initiatives. This paper corrects this shortcoming. The counterposing of 'flexibility' and 'rigidity' as opposites is also criticised.
|Item Type:||Journal Article|
|Subjects:||H Social Sciences > HC Economic History and Conditions
H Social Sciences > HD Industries. Land use. Labor
H Social Sciences > HM Sociology
|Journal or Publication Title:||WORK EMPLOYMENT AND SOCIETY|
|Publisher:||BRITISH SOCIOLOGICAL ASSOC|
|Number of Pages:||20|
|Page Range:||pp. 251-270|
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