Abstract:This paper is concerned with the social and spatial processes adopted by workers who face problems at work. Using interview data with minority ethnic workers in three local communities in London, the paper explores the mechanism people use to seek help and advice and what resources are available from local community organisations. Key findings suggest that many workers, both unionised and non-unionised find themselves isolated and unable to access the support they need.
“…From an employee perspective, speaking up often involves implicit or explicit criticisms of the status quo and can entail significant risk for employees given management power of sanction against those who in their eyes are 'deviant' (Detert and Edmondson, 2011). That this risk is very real is evidenced by research: Holgate et al (2011) find evidence of worker isolation in cases where employees seek to assert their rights, while other researchers have found evidence of management closing ranks (Pollert, 2008) and grievants receiving subsequent lower performance ratings (Lewin, 2014). Studies focusing specifically on workplace bullying reveal similar results and also evidence of intimidation of those who pursue complaints of bullying (Hutchinson and Hurley, 2013;Lewis, 2006) and inaction (D'Cruz and Noronha, 2014).…”
Section: Management Control Procedures and Silencementioning
confidence: 99%
“…Workplace bullying has been shown to have devastating effects on individuals' health and well-being and work performance as well as on organisational performance (Lutgen- Sandvik et al, 2007;Wood et al, 2016). While there has been extensive research on the antecedents, prevalence and effects of bullying, mainly from the organisational behaviour/psychology field (Neumann and Baron, 2011;Zapf and Einarsen, 2011), there is an emerging body of research exploring workplace bullying from an employment relations/labour process perspective (Beale and Hoel, 2011;Holgate et al, 2011). A central tenet of labour process theory is an acceptance of ongoing conflict between capital and labour.…”
A frequent prescription for providing voice for employees with respect to bullying is a policy supported by a procedural complaint mechanism. Yet research points to a pervasiveness of employee silence in workplaces in situations of workplace bullying. We examine the efficacy of workplace bullying procedures as a voice mechanism for employees in countering bullying and explore the role of management in shaping employee propensity to speak out against bullying utilising procedures. In doing so, we advance knowledge on workplace bullying by using an industrial relations perspective and placing employer control as a conceptual lens. Based on a large survey of nurses in Ireland, the findings demonstrate that managerial actions have significant influence on employees' propensity to utilise bullying procedures. The findings also provide some empirical support for the premise that management seek to use bullying behaviours to constrain employees' contestation of management decision making.
“…From an employee perspective, speaking up often involves implicit or explicit criticisms of the status quo and can entail significant risk for employees given management power of sanction against those who in their eyes are 'deviant' (Detert and Edmondson, 2011). That this risk is very real is evidenced by research: Holgate et al (2011) find evidence of worker isolation in cases where employees seek to assert their rights, while other researchers have found evidence of management closing ranks (Pollert, 2008) and grievants receiving subsequent lower performance ratings (Lewin, 2014). Studies focusing specifically on workplace bullying reveal similar results and also evidence of intimidation of those who pursue complaints of bullying (Hutchinson and Hurley, 2013;Lewis, 2006) and inaction (D'Cruz and Noronha, 2014).…”
Section: Management Control Procedures and Silencementioning
confidence: 99%
“…Workplace bullying has been shown to have devastating effects on individuals' health and well-being and work performance as well as on organisational performance (Lutgen- Sandvik et al, 2007;Wood et al, 2016). While there has been extensive research on the antecedents, prevalence and effects of bullying, mainly from the organisational behaviour/psychology field (Neumann and Baron, 2011;Zapf and Einarsen, 2011), there is an emerging body of research exploring workplace bullying from an employment relations/labour process perspective (Beale and Hoel, 2011;Holgate et al, 2011). A central tenet of labour process theory is an acceptance of ongoing conflict between capital and labour.…”
A frequent prescription for providing voice for employees with respect to bullying is a policy supported by a procedural complaint mechanism. Yet research points to a pervasiveness of employee silence in workplaces in situations of workplace bullying. We examine the efficacy of workplace bullying procedures as a voice mechanism for employees in countering bullying and explore the role of management in shaping employee propensity to speak out against bullying utilising procedures. In doing so, we advance knowledge on workplace bullying by using an industrial relations perspective and placing employer control as a conceptual lens. Based on a large survey of nurses in Ireland, the findings demonstrate that managerial actions have significant influence on employees' propensity to utilise bullying procedures. The findings also provide some empirical support for the premise that management seek to use bullying behaviours to constrain employees' contestation of management decision making.
“…Stressing the current challenges faced by trade unions, especially the difficulties they have for representing the demands of migrants and minority workers with the development of new migrant divisions of labour, Wills (), Wills and Linneker () and Holgate () analysed community unionism and gave voice to struggles of workers in low‐wage economies, from the workplace to city‐wide campaigns. Similarly, analysing the poor ability of workers in “the new economy” to deal with conflicts at work, Holgate et al () also pointed at “the increasing individualisation of employment in the context of decades of union decline”. In their words: the move away from the collectivisation of the employment relationship to one where individualisation is the norm has left workers with problems cast adrift, unable to deal with bullying, harassment, victimisation, discrimination and non‐compliance with the contract of employment (Holgate et al :1088).…”
Section: Introductionmentioning
confidence: 99%
“…Similarly, analysing the poor ability of workers in “the new economy” to deal with conflicts at work, Holgate et al () also pointed at “the increasing individualisation of employment in the context of decades of union decline”. In their words: the move away from the collectivisation of the employment relationship to one where individualisation is the norm has left workers with problems cast adrift, unable to deal with bullying, harassment, victimisation, discrimination and non‐compliance with the contract of employment (Holgate et al :1088).…”
Section: Introductionmentioning
confidence: 99%
“…the move away from the collectivisation of the employment relationship to one where individualisation is the norm has left workers with problems cast adrift, unable to deal with bullying, harassment, victimisation, discrimination and non‐compliance with the contract of employment (Holgate et al :1088).…”
This article aims to provide empirical evidence on understanding how migrant workers' responses to labour exploitation in low-wage economies are articulated. Inspired by the low levels of conflict among workers in small urban sweatshops in Italy and Argentina, we ask ourselves what contextual and subjective factors prevent workers from organising collectively. Here we argue that in order to understand the nature of their responses, it is necessary to consider not only the organisation of the labour process, but also the class divisions within migrant communities. We also bring in briefly the role of the state in (mis)regulating migrant labour exploitation. We conclude by showing that workers' responses are highly individualised and that community leaders with economic interests in sweatshop economies may play a role in securing their continuation by channelling the workers' responses towards the defence of the "ethnic economy".
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