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Niall Cullinane

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Niall Cullinane

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Niall Cullinane

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Niall Cullinane

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Niall Cullinane and Jean Cushen

This chapter reviews Scientific Management. It outlines Scientific Management’s origins and principles, conceptualizing it as a response to the problem of labour power conversion. The chapter also considers the limitations to Scientific Management diffusion in the workplace; identifying the politics of production, the complexity and variety of job tasks and alternative employer priorities as significant countervailing forces. Finally, the chapter concludes by considering the relevance of Scientific Management for the future. It is proposed that Scientific Management will likely persist in some sectors and that opportunities for its expansion may be promised by developments in digital technology and algorithmic learning.

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Niall Cullinane and Jimmy Donaghey

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Niall Cullinane and Jimmy Donaghey

This chapter provides a critical review of the literature on the phenomenon of employees who do not speak out: employee silence. It highlights that work in the area to date has been dominated scholars from an organizational behaviour approach. While this has made a valuable contribution in highlighting a new area for study, this chapter highlights that power relations and interests need to be brought more to the fore when examining why employees may not speak out. In doing so, silence is reconceptualized as part of the ongoing exchange between management and workers which either party may pursue in terms of advancing their interests. The chapter finally outlines potential areas where such an approach to silence may provide interesting avenues of research.

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Niall Cullinane, Tony Dundon, Jimmy Donaghey, Eugene Hickland and Tony Dobbins

BritCo is a British-owned multinational corporation operating in more than 170 countries. It is a former utility which was privatised in the UK in the 1980s. Since the early 1990s, BritCo has expanded into international markets. In 1990 for example, BritCo entered the Republic of Ireland (RoI) market through a joint commercial venture with an Irish semi-state company. While it recognizes unions in its UK (including Northern Ireland) bases, in non-UK sites, including the RoI, it operates on a non-union basis. BritCo management claim they exhibit many elements of what is called diffused ‘best practice’ HRM across its sites with a leading hand from the corporate HQ. Diffused arrangements include selective hiring, semi autonomous teams, performance-related pay, culture management, harmonisation, and training opportunities.