Transformation of work

References: Bain, P. and Taylor, P. (2000) ‘Entrapped by the ‘Electronic Panopticon’? Worker Resistance in the Call Centre’, New Technology, Work and Employment 15(1): 2–18 Knight Knights, D Knights, D. and McCabe, D. (1998b) ‘When ‘‘Life is But a Dream’’: Obliterating Politics Through Business Process Reengineering?’, Human Relations 51(6): 761–98. Knights, D Martinez Lucio, M. and Stewart, P. (1997) ‘The Paradox of Contemporary Labour Process Theory: The Rediscovery of Labour and the Disappearance of Collectivism’, Capital and Class 62(2): 49–78. Glazer, B Gerard, G. (2010) Basic research methods: an entry to social science research. New Delhi, India; Thousand Oaks, Calif: Sage Seidman, I (1998) Weiss, R. S. (1994). Learning from strangers, the art and method of qualitative interview studies. New York, NY: Free Pr. Klenke, K. (1998). Qualitative Research In The Study Of Leadership. Bingley, UK: Emerald Group Publishing Limited. Watson, T.J. (2011) ‘Ethnography, reality, and truth: the vital need for studies of “how things work”’, Journal of Management Studies, Vol. 48 No. 1, pp. 202-217. Peshkin, A. (1993) "The Goodness of Qualitative Research", Educational Researcher, Vol. 22 No. 2, pp. 23-29. Crossman, A. (2013) Participant Observation Becoming A Part Of The Research. URL: http://sociology.about.com/od/Research/a/Participant-Observation.htm Callaghan, G Collinson, D. (1994) ‘Strategies of Resistance: Power, Knowledge and Subjectivity in the Workplace’, in J. Jermier, D. Knights and W.D. Nord (eds) Resistance and Power in Organisations, pp. 25–68. London: Routledge. Heathfield, S Seidman, M. (1988) Towards a history of workers ' resistance to work: Paris and Barcelona during the French Popular Front and the Spanish Revolution, 1936-38. London: News from Everywhere. Heffernan, M. (2012) Face It: Your Employees Cheat (or Used to). URL: http://www.inc.com/margaret-heffernan/motivating-workers-how-to-create-an-ethical-workplace.html Reitman, A Mulholland, K. (2004) ‘Workplace resistance in an Irish call centre: slammin’, screamin’, scammin’, smokin’ and leavin’’, Work, Employment and Society, 18, 4: 709-724 Johnson, R Saha, J. (2009) Management and Organizational Behaviour, India, Excel Books. Thompson, P. and Ackroyd, S. (1995) ‘All Quiet on the Workplace Front? A Critique of Recent Trends in British Industrial Sociology’, Sociology 29(?): 615–33. Van den Broek, D Giddens, A. and Griffiths, S. (2006) Sociology (5th edition), Cambridge, UK: Polity Press. Braverman, H. (1974) Labor and monopoly capital. New York: Monthly Review Hochschild, A 3. Assessment of the methods undertaken In order to scrutinize the workplace resistance deeper, interviews and observations were administered based on the ideology of grounded theory from Glazer and Strauss (1967). 3.1 Interviews Open-ended interviews can deeply explore into a subject and applicable for acquiring sensitive information (Gerard, 2010) 3.2 Observations Observational research allows researchers in appreciating specific cultures by participant’s knowledge and relating to the circumstances (Watson 2011) 4.4 Poor management culture Managers take pleasure in adjusting the workers for small transgressions to convince their superiority (Reitman, 2009) 4.6 Workers refrain from work Conflicts with management and high level of stress have increased workers’ absenteeism and turnover as commented by Saha (2009) 5.1 Fordism and Taylorism on Low-trust systems Management will decide on the work tasks that are performed by the workers, it will be carefully monitored, letting workers little sovereignty for action (Giddens and Griffiths, 2006) 5.2 Deskilling and Valorisation Braveman (1974) argued that managers unceasingly in charge of the work processes that could affect the profitability