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Industrial Discipline, the Control of Attendance, and the Subordination of Labour: Towards an Integrated Analysis

Author

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  • P. K. Edwards

    (Industrial Relations Research Unit University of Warwick COVENTRY CV4 7AL)

  • Colin Whitston

    (Industrial Relations Research Unit University of Warwick COVENTRY CV4 7AL)

Abstract

The operation of discipline in the workplace has received little attention in sociology; the control of attendance has attracted even less. Yet they have taken on a growing significance in many firms, and help to throw light on more general issues of new forms of the control of labour. Material from two case studies is used to show why firms are changing their policies and to explore the effect on workplace relations. Disciplinary regimes have been tightened and, although the direct impact on workers has been limited, the symbolic effects of closer managerial attention to individual workers' behaviour are considerable.

Suggested Citation

  • P. K. Edwards & Colin Whitston, 1989. "Industrial Discipline, the Control of Attendance, and the Subordination of Labour: Towards an Integrated Analysis," Work, Employment & Society, British Sociological Association, vol. 3(1), pages 1-28, March.
    • Handle: RePEc:sae:woemps:v:3:y:1989:i:1:p:1-28
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    Cited by:

    1. P. K. Edwards, 1992. "Industrial Conflict: Themes and Issues in Recent Research," British Journal of Industrial Relations, London School of Economics, vol. 30(3), pages 361-404, September.
    2. Tod Rutherford, 1996. "The Local Solution? The Schumpeterian Workfare State, Labour Market Governance and Local Boards for Training in Kitchener, Ontario," Regional Studies, Taylor & Francis Journals, vol. 30(4), pages 413-427.

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