Abstract
In recent years, management strategies and techniques for redesigning jobs along ‘participative’ and ‘enriched’ lines, which previously went acclaimed with little or no critical comment, have come under closer scrutiny. That scrutiny has exposed the often thinly disguised efforts at intensifying work and inducing docile acquiescence which underlie many such company initiatives. It has also revealed in many cases a rather poorer success rate, even for management, than is found or hinted at in the orthodox celebrations of job reorganisation.
The authors wish to thank the publishers of the Computer Users’ Yearbook for granting access to their (1985) directory of computer installations and for allowing their Scottish listings to be used for mailing purposes.
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© 1988 David Knights and Hugh Willmott
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Beirne, M., Ramsay, H. (1988). Computer Redesign and ‘Labour Process’ Theory: Towards a Critical Appraisal. In: Knights, D., Willmott, H. (eds) New Technology and the Labour Process. Studies in the Labour Process. Palgrave Macmillan, London. https://doi.org/10.1007/978-1-349-19242-7_9
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