Global Flexibility—Shop Floor Flexibility: What's a Worker to do?

Abstract

For several years new forms of work organization have been introduced by U.S. management to cut labor costs, improve productivity, and increase their shop floor control. Corporations have also invested in computer-controlled machinery in an effort to eliminate large numbers of skilled blue-collar workers and to decrease their reliance on the tacit knowledge of such workers. Once seemingly secure jobs in diverse industries like airplanes, jet engines, machine tools, and computer chips, are no longer so stable. In an effort to expand their global reach and reorganize the workplace, managers are able to capitalize on two conflicted and conflicting attitudes among the workforce: the first, workers' most deep-seated fear, the loss of a permanent job; the second, their aspirations to contribute their knowledge and skills in a positive way on the shop floor. In this article the reorganization of work at two western Massachusetts metalworking companies is described. What distinguishes these cases is the central role that the union played in the organized plant and the workers played in both plants to improve production and at least for now preserve jobs.