Record:   Prev Next
Author Jürgens, Ulrich, 1943- author
Title Neue Ost-West-Arbeitsteilung : Arbeitsmodelle und industrielle Beziehungen in der europäischen Automobilindustrie. English
New worlds of work : varieties of work in car factories in the BRIC countries / Ulrich Jürgens, Martin Krzywdzinski ; translated by Pete Burgess
Imprint New York, NY : Oxford University Press, 2016
book jacket
LOCATION CALL # STATUS OPACMSG BARCODE
 人文社會聯圖  HD9710.E852 J8713 2016    AVAILABLE    30610020496329
Edition First edition
Descript xvii, 345 pages ; illustrations ; 25 cm
text rdacontent
unmediated rdamedia
volume rdacarrier
Note Includes bibliographical references (pages 319-335) and index
Machine generated contents note: 1.Introduction -- 1.1.Research Questions and Problematic -- 1.2.The BRICs: Brazil, Russia, India, China -- 1.3.The Case-study Companies -- 1.4.The Plants -- 1.5.Methodology and Data -- 1.6.Overview -- 2.Theories and the Research Literature -- 2.1.Introduction -- 2.2.Convergence of HR Practices -- 2.3.Varieties of Employment Systems -- 2.4.Varieties of Cultures -- 2.5.HRM Systems in the BRICs in the Research Literature -- 2.6.High Road or Low Road? -- 2.7.Conclusions -- 3.People, Places, and Plants -- 3.1.Locations and Actors -- 3.2.Car Workers' Lives -- 3.2.1.Sao Bernardo do Campo, Brazil -- 3.2.2.Kaluga, Russia -- 3.2.3.Pune, India -- 3.2.4.Anting and Changchun, China -- 3.2.5.Nominal Wages and Living Standards -- 3.3.Plants and Production Systems -- 3.3.1.Brazil -- 3.3.2.Russia -- 3.3.3.India -- 3.3.4.China -- 3.3.5.Summary -- 4.Recruitment and Vocational Training -- 4.1.Brazil: Breaking with 'Hire and Fire' --
Note continued: 4.1.1.A Favourable Recruitment Situation -- 4.1.2.A Shop Floor Workforce with Upper Secondary Education -- 4.1.3.Martial Arts Training for Production Workers? -- 4.1.4.Skilled Worker Training of VW and Toyota in their Home Countries -- 4.1.5.Skilled Worker Training in Brazil: The Role of the SENAI -- 4.1.6.Summary -- 4.2.Russia: Initial Stumbles on a Challenging Terrain -- 4.2.1.'Our Labour Market is Currently Very Difficult' -- 4.2.2.Problems with Open Recruitment from the Labour Market -- 4.2.3.Training Needs for Production Workers Underestimated -- 4.2.4.The Dual System as an Innovation in the Russian Context -- 4.2.5.Summary -- 4.3.India: 'We Wanted to Make This a Completely Different Plant' -- 4.3.1.Complexities of Recruiting in a Caste Society -- 4.3.2.Help Wanted -- Rural, Young, and Poor -- 4.3.3.The 'Guru School' for Production Workers -- 4.3.4.Differing Approaches to Skilled Worker Training -- 4.3.5.Summary --
Note continued: 4.4.China: 'You Can Train Very Effectively Here' -- 4.4.1.An Enormous Demand for Labour -- 4.4.2.Recruitment Direct from Vocational Schools -- 4.4.3.Agency Employment and Internships: Scope for Precarious Employment -- 4.4.4.Onboarding and Initial Training on a Massive Scale -- 4.4.5.A Complex Arrangement for Training Skilled Workers -- 4.4.6.Summary -- 4.5.Conclusions -- 5.Employee Development -- 5.1.Critical Junctures in HR Flow -- 5.2.Employee Development at VW and Toyota: The Home Countries -- 5.3.Brazil: Land of Lifelong Learning -- 5.3.1.VW do Brasil: 'We Are Trying to Change the Culture' -- 5.3.2.Employee Development at Toyota Indaiatuba: Blocked on the Shop Floor -- 5.3.3.Combining Work and Study -- 5.3.4.Summary -- 5.4.Russia: Difficult Beginnings on an Unknown Terrain -- 5.4.1.Volkswagen Rus: Danger of a Vicious Circle -- 5.4.2.Career Development at Toyota: 'We Tried to Take into Account the Russian Mentality' --
Note continued: 5.4.3.Employee Development at GAZ: Combining Tradition with Modernization -- 5.4.4.Low Level of Interest in Further Training -- 5.4.5.Summary -- 5.5.India: 'Manual Work is Worthless' -- 5.5.1.Volkswagen Pune: What Do Indian Workers Expect? -- 5.5.2.Toyota Bangalore: Work Life Plans for Indian Employees -- 5.5.3.Mahindra & Mahindra: 'Everyone Is Looking for a Career' -- 5.5.4.Summary -- 5.6.China: Land of Unlimited Opportunities -- 5.6.1.Career Paths at the VW Joint Ventures: Home-grown Creations -- 5.6.2.Career Paths at FAW-Toyota: A Japanese System in a Chinese Context -- 5.6.3.Careers at Geely: Traditional for Workers, Western for Managers -- 5.6.4.Combining Work and Study -- 5.6.5.Summary -- 5.7.Conclusions -- 6.Pay Systems -- 6.1.Differences in Remuneration Philosophies -- 6.2.Brazil: Seniority or Performance? -- 6.2.1.The Tradition of Seniority-based Pay -- 6.2.2.Basic Pay -- Seniority Prevails -- 6.2.3.Variable Pay -- No Thanks! -- 6.2.4.Summary --
Note continued: 6.3.Russia: Scope for Opportunism -- 6.3.1.The Soviet Legacy -- 6.3.2.The Legacy of Job-based Pay -- 6.3.3.Variable Remuneration: 'Is It Always Objective?' -- 6.3.4.Summary -- 6.4.India: A Gulf between Operatives and White-collar Workers -- 6.4.1.Striking a Balance between Different Demands -- 6.4.2.Basic Pay: Seniority or Merit? -- 6.4.3.Variable Pay -- Attention, Trade Union! -- 6.4.4.Summary -- 6.5.China: Pressure for Performance -- 6.5.1.Pay Reform from Above -- 6.5.2.Person-based Pay Prevails -- 6.5.3.Enormous Range of Individualized Pay -- 6.5.4.Summary -- 6.6.Conclusions -- 7.Shop Floor Worlds -- 7.1.Genchi Genbutsu -- 7.2.Brazil: Modernizing Production With -- or Without -- Trade Unions -- 7.2.1.Volkswagen do Brasil: A Major Cultural Shift -- 7.2.2.Toyota Indaiatuba: TPS from the Start -- 7.2.3.Summary -- 7.3.Russia: 'The Russian Mentality is Different' -- 7.3.1.Volkswagen Rus: A Strained Shop Floor Environment --
Note continued: 7.3.2.Toyota Team Russia: With a Smile -- 7.3.3.GAZ: The Main Aim Is Changing the Culture -- 7.3.4.Summary -- 7.4.India: The Aim Is a New Work Culture -- 7.4.1.Volkswagen: 'Wee Are Not Going to Do Spoon Feeding' -- 7.4.2.Toyota Bangalore: ̀Toyota Way Does Not Mean That One Has to Do Exactly the Same as in Japan' -- 7.4.3.Mahindra & Mahindra: 'Wee Are Trying to Evolve a New Culture' -- 7.4.4.Summary -- 7.5.China: A Paradise for Shop Floor Management -- 7.5.1.Volkswagen's Joint Ventures: ̀The Advantage Here is the Hard Work' -- 7.5.2.Toyota Tianjin: Tensions on the Shop Floor -- 7.5.3.Geely: Unleashing the 'Basic Power' -- 7.5.4.Summary -- 7.6.Conclusions -- 8.Industrial Relations and Employee Voice -- 8.1.Standards on a Contested Terrain -- 8.2.Transferring Home-Country Standards to the BRICs: VW and Toyota -- 8.3.Brazil: Spearhead of Democratization -- 8.3.1.Development of Industrial Relations in Brazil -- 8.3.2.Cooperative Conflict Resolution --
Note continued: 8.3.3.Summary -- 8.4.Russia: How to Build Trust? -- 8.4.1.Continuity and Change in Transition -- 8.4.2.Volkswagen: Striving for a Works Council Model -- 8.4.3.GAZ: Traditional Social Partnership -- 8.4.4.Summary -- 8.5.India: ̀Pro-active IR is Necessary' -- 8.5.1.Labour Law and Role of Trade Unions -- 8.5.2.Volkswagen: Searching for a 'Responsible Union' -- 8.5.3.Mahindra & Mahindra: Why Do You Need a Union? -- 8.5.4.Summary -- 8.6.China: Trade Unions' Dual Role as Principal and Agent -- 8.6.1.Cautious Departure from the Communist Model -- 8.6.2.Volkswagen: Moving Towards a Works Council System? -- 8.6.3.Geely: The Traditional Model -- 8.6.4.Summary -- 8.7.Conclusions -- 9.Overall Conclusions -- 9.1.Global Convergences? -- 9.2.Different Employment System Logics -- 9.3.Local Cultures, Global Standards -- 9.4.High Road or Low Road? -- 9.5.Prospects
Subject Automobile industry and trade -- Europe
Business relocation -- Europe
International division of labor
Industrial relations -- Europe
Automobile industry and trade -- BRIC countries
Automobile industry and trade -- BRIC countries -- Management
Automobile industry and trade -- Employees
Industrial relations -- BRIC countries
Automobile industry and trade. fast (OCoLC)fst00822961
Automobile industry and trade -- Employees. fast (OCoLC)fst00822979
Automobile industry and trade -- Management. fast (OCoLC)fst00823005
Industrial relations. fast (OCoLC)fst00971609
BRIC countries. fast (OCoLC)fst01896747
Alt Author Krzywdzinski, Martin, author
Burgess, Pete, translator
Record:   Prev Next