
New Worlds of Work
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Content
- Cover
- New Worlds of Work: Varieties of Work in Car Factories in the BRIC Countries
- Copyright
- Acknowledgements
- Contents
- List of Figures
- List of Tables
- List of Abbreviations
- 1: Introduction
- 1.1 RESEARCH QUESTIONS AND PROBLEMATIC
- 1.2 THE BRICS: BRAZIL, RUSSIA, INDIA, CHINA
- 1.3 THE CASE-STUDY COMPANIES
- 1.4 THE PLANTS
- 1.5 METHODOLOGY AND DATA
- 1.6 OVERVIEW
- 2: Theories and the Research Literature
- 2.1 INTRODUCTION
- 2.2 CONVERGENCE OF HR PRACTICES
- 2.3 VARIETIES OF EMPLOYMENT SYSTEMS
- 2.4 VARIETIES OF CULTURES
- 2.5 HRM SYSTEMS IN THE BRICs IN THE RESEARCH LITERATURE
- 2.6 HIGH ROAD OR LOW ROAD?
- 2.7 CONCLUSIONS
- 3: People, Places, and Plants
- 3.1 LOCATIONS AND ACTORS
- 3.2 CAR WORKERS' LIVES
- 3.2.1 São Bernardo do Campo, Brazil
- 3.2.2 Kaluga, Russia
- 3.2.3 Pune, India
- 3.2.4 Anting and Changchun, China
- 3.2.5 Nominal Wages and Living Standards
- 3.3 PLANTS AND PRODUCTION SYSTEMS
- 3.3.1 Brazil
- 3.3.2 Russia
- 3.3.3 India
- 3.3.4 China
- 3.3.5 Summary
- 4: Recruitment and Vocational Training
- 4.1 BRAZIL: BREAKING WITH 'HIRE AND FIRE'
- 4.1.1 A Favourable Recruitment Situation
- 4.1.2 A Shop Floor Workforce with Upper Secondary Education
- 4.1.3 Martial Arts Training for Production Workers?
- 4.1.4 Skilled Worker Training of VW and Toyota in their Home Countries
- 4.1.5 Skilled Worker Training in Brazil: The Role of the SENAI
- 4.1.6 Summary
- 4.2 RUSSIA: INITIAL STUMBLES ON A CHALLENGING TERRAIN
- 4.2.1 'Our Labour Market is Currently Very Difficult'
- 4.2.2 Problems with Open Recruitment from the Labour Market
- 4.2.3 Training Needs for Production Workers Underestimated
- 4.2.4 The Dual System as an Innovation in the Russian Context
- 4.2.5 Summary
- 4.3 INDIA: 'WE WANTED TO MAKE THIS A COMPLETELY DIFFERENT PLANT'
- 4.3.1 Complexities of Recruiting in a Caste Society
- 4.3.2 Help Wanted-Rural, Young, and Poor
- 4.3.3 The 'Guru School' for Production Workers
- 4.3.4 Differing Approaches to Skilled Worker Training
- 4.3.5 Summary
- 4.4 CHINA: 'YOU CAN TRAIN VERY EFFECTIVELY HERE'
- 4.4.1 An Enormous Demand for Labour
- 4.4.2 Recruitment Direct from Vocational Schools
- 4.4.3 Agency Employment and Internships: Scope for Precarious Employment
- 4.4.4 Onboarding and Initial Training on a Massive Scale
- 4.4.5 A Complex Arrangement for Training Skilled Workers
- 4.4.6 Summary
- 4.5 CONCLUSIONS
- 5: Employee Development
- 5.1 CRITICAL JUNCTURES IN HR FLOW
- 5.2 EMPLOYEE DEVELOPMENT AT VW AND TOYOTA: THE HOME COUNTRIES
- 5.3 BRAZIL: LAND OF LIFELONG LEARNING
- 5.3.1 VW do Brasil: 'We Are Trying to Change the Culture'
- 5.3.2 Employee Development at Toyota Indaiatuba: Blocked on the Shop Floor
- 5.3.3 Combining Work and Study
- 5.3.4 Summary
- 5.4 RUSSIA: DIFFICULT BEGINNINGS ON AN UNKNOWN TERRAIN
- 5.4.1 Volkswagen Rus: Danger of a Vicious Circle
- 5.4.2 Career Development at Toyota: 'We Tried to Take into Account the Russian Mentality'
- 5.4.3 Employee Development at GAZ: Combining Tradition with Modernization
- 5.4.4 Low Level of Interest in Further Training
- 5.4.5 Summary
- 5.5 INDIA: 'MANUAL WORK IS WORTHLESS'
- 5.5.1 Volkswagen Pune: What Do Indian Workers Expect?
- 5.5.2 Toyota Bangalore: Work Life Plans for Indian Employees
- 5.5.3 Mahindra & Mahindra: 'Everyone Is Looking for a Career'
- 5.5.4 Summary
- 5.6 CHINA: LAND OF UNLIMITED OPPORTUNITIES
- 5.6.1 Career Paths at the VW Joint Ventures: Home-grown Creations
- 5.6.2 Career Paths at FAW-Toyota: A Japanese System in a Chinese Context
- 5.6.3 Careers at Geely: Traditional for Workers, Western for Managers
- 5.6.4 Combining Work and Study
- 5.6.5 Summary
- 5.7 CONCLUSIONS
- 6: Pay Systems
- 6.1 DIFFERENCES IN REMUNERATION PHILOSOPHIES
- 6.2 BRAZIL: SENIORITY OR PERFORMANCE?
- 6.2.1 The Tradition of Seniority-based Pay
- 6.2.2 Basic Pay-Seniority Prevails
- 6.2.3 Variable Pay-No Thanks!
- 6.2.4 Summary
- 6.3 RUSSIA: SCOPE FOR OPPORTUNISM
- 6.3.1 The Soviet Legacy
- 6.3.2 The Legacy of Job-based Pay
- 6.3.3 Variable Remuneration: 'Is It Always Objective?'
- 6.3.4 Summary
- 6.4 INDIA: A GULF BETWEEN OPERATIVES AND WHITE-COLLAR WORKERS
- 6.4.1 Striking a Balance between Different Demands
- 6.4.2 Basic Pay: Seniority or Merit?
- 6.4.3 Variable Pay-Attention, Trade Union!
- 6.4.4 Summary
- 6.5 CHINA: PRESSURE FOR PERFORMANCE
- 6.5.1 Pay Reform from Above
- 6.5.2 Person-based Pay Prevails
- 6.5.3 Enormous Range of Individualized Pay
- 6.5.4 Summary
- 6.6 CONCLUSIONS
- 7: Shop Floor Worlds
- 7.1 GENCHI GENBUTSU
- 7.2 BRAZIL: MODERNIZING PRODUCTION WITH-OR WITHOUT-TRADE UNIONS
- 7.2.1 Volkswagen do Brasil: A Major Cultural Shift
- 7.2.2 Toyota Indaiatuba: TPS from the Start
- 7.2.3 Summary
- 7.3 RUSSIA: 'THE RUSSIAN MENTALITY IS DIFFERENT'
- 7.3.1 Volkswagen Rus: A Strained Shop Floor Environment
- 7.3.2 Toyota Team Russia: With a Smile
- 7.3.3 GAZ: The Main Aim Is Changing the Culture
- 7.3.4 Summary
- 7.4 INDIA: THE AIM IS A NEW WORK CULTURE
- 7.4.1 Volkswagen: 'We Are Not Going to Do Spoon Feeding'
- 7.4.2 Toyota Bangalore: 'Toyota Way Does Not Mean That One Has to Do Exactly the Same as in Japan'
- 7.4.3 Mahindra & Mahindra: 'We Are Trying to Evolve a New Culture'
- 7.4.4 Summary
- 7.5 CHINA: A PARADISE FOR SHOP FLOOR MANAGEMENT
- 7.5.1 Volkswagen's Joint Ventures: 'The Advantage Here is the Hard Work'
- 7.5.2 Toyota Tianjin: Tensions on the Shop Floor
- 7.5.3 Geely: Unleashing the 'Basic Power'
- 7.5.4 Summary
- 7.6 CONCLUSIONS
- 8: Industrial Relations and Employee Voice
- 8.1 STANDARDS ON A CONTESTED TERRAIN
- 8.2 TRANSFERRING HOME-COUNTRY STANDARDS TO THE BRICS: VW AND TOYOTA
- 8.3 BRAZIL: SPEARHEAD OF DEMOCRATIZATION
- 8.3.1 Development of Industrial Relations in Brazil
- 8.3.2 Cooperative Conflict Resolution
- 8.3.3 Summary
- 8.4 RUSSIA: HOW TO BUILD TRUST?
- 8.4.1 Continuity and Change in Transition
- 8.4.2 Volkswagen: Striving for a Works Council Model
- 8.4.3 GAZ: Traditional Social Partnership
- 8.4.4 Summary
- 8.5 INDIA: 'PRO-ACTIVE IR IS NECESSARY'
- 8.5.1 Labour Law and Role of Trade Unions
- 8.5.2 Volkswagen: Searching for a 'Responsible Union'
- 8.5.3 Mahindra & Mahindra: Why Do You Need a Union?
- 8.5.4 Summary
- 8.6 CHINA: TRADE UNIONS' DUAL ROLE AS PRINCIPAL AND AGENT
- 8.6.1 Cautious Departure from the Communist Model
- 8.6.2 Volkswagen: Moving Towards a Works Council System?
- 8.6.3 Geely: The Traditional Model
- 8.6.4 Summary
- 8.7 CONCLUSIONS
- 9: Overall Conclusions
- 9.1 GLOBAL CONVERGENCES?
- 9.2 DIFFERENT EMPLOYMENT SYSTEM LOGICS
- 9.3 LOCAL CULTURES, GLOBAL STANDARDS
- 9.4 HIGH ROAD OR LOW ROAD?
- 9.5 PROSPECTS
- References
- Index
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