JAPANESE HRM

ON THE LINE AT SUBARU–ISUZU

Laurie GrahamIthaca, Cornell Univ. Press, 1995

RESEARCH PROCESS

A six month (July ’89 – Jan. ’90), covert, participant observation study in a non union Japanese automobile transplant – Subaru-Isuzu Automotive (SIA) in USA

Made her way through the arduous selection and trng. process

OBJECTIVE

Go beyond company rhetoric

CONCLUSION Taylorism plays a key role Subtle Controls Job Security: “…means gaining

mkt. share and making profit”

WORKER SELECTION

Intensive Screening Process Battery of tests and exercises

Information about SIA, work, ‘preferred worker’ and “best” compensation Self selection Stress on team player Difference in promise and reality

WORKER SELECTION (Contd.)

Gatekeeper Keep union supporters out Feel special

Beating the System Early socialisation

TRAINING

Elaborate 3 Week Orientation & Trng. Socialisation Organisation as well as group

Condescending: Parent-child Hierarchy but Subtle

Definite order in where people were placed

TRAINING (Contd.)

Many Instructors were on Contract Limits to socialisation

Model Japanese Worker Efficiency and dedication

Rhetoric and Reality “Associates” “Its Dick’s way or highway’

WORK SETTING Flat Structure Grueling Work Continuously Speeding Assembly

Line Has to keep going at all costs

Shop Floor Reality vs. Co. Philosophy People, Safety & Quality: Key Everyone is an associate: distinguished

regulars from contractors

WORK SETTING (Contd.)

Injuries 25% suffer from wrist problems Weak-strong, right-wrong No policy on sending to doctors Fear about long-term effects Fit people into jobs Sick days: two per year

BASES OF CONTROL

From “despotic” to “hegemonic” factory regime (Burawoy, 1985)

Team Concept: compliance through Self discipline Peer pressure-mutual support Direct authority: team leader

BASES OF CONTROL (Contd.) Kaizen (continuous improvement)

Access workers’ knowledge Prevent ‘making out’ Agenda set by mgmt.

Culture of Cooperation Think like associates Reducing distance between worker and

mgmt. JIT Production (logic of super market)

BASES OF RESISTANCE

“Work People to Death” “I just wait for somebody to pull

the red chord” Withdrawal from participation

Silence

BASES OF RESISTANCE (Contd.)

Defiance and Resistance Preventing mandatory shift rotation Working off the clock

Sabotage Stopping assembly line

POST FORDIST

Multi Dimensional and Hegemonic Rumour of Meeting

Closed GM plant Temp Besides