Post-Fordist Era Essay Example

suggest that this was due to poor working conditions under Fordism which led to disaffection amongst workers and adverse consequences for quality control. As a result, alienated, deskilled, and bored workers often adopted a hostile stance towards their employers.

Due to workers receiving wages higher than their productivity levels, company profits decreased. Additionally, consumers desired a greater range of goods and services that mass production or Fordism could not provide, making it more difficult for companies to sell their products. Moreover, the development of technology and globalisation accelerated the decline of Fordism. Michael J.

Piore (1986) believes that the Fordist perspective is no longer relevant in current capitalist societies, which have entered a 'post-fordist' stage. According to him, work is now organised based on the principles of 'flexible specialisation' (Haralambos and Holborn, 2000; pg. 13), which allows for quick responses to sudden increases in consumer demand by increasing supply. Computer technology plays a crucial role in post-Fordism, as it enables mass product diversification and rapid design and production processes. This is especially important in unpredictable contemporary western markets, where consumer preferences constantly change.

According to Sabel (1982), Benetton, a clothing company, is an example of a company that uses various suppliers and frequently changes their products to remain competitive in the fashion market. Haralambos and Holborn (2000:pg. 714) suggest that Piore believes these changes in the industry have brought about alterations in work and management patterns. As a result, a workforce that is both flexible and skilled is required to meet these demands. Piore contends that these changes have led to a reduction in low-skilled and semi-skilled jobs, emphasizing the need for adaptability.

...work that requires a high level

of expertise...

According to Haralambos and Holborn on page 14, something still exists even though it has transformed and become more closely connected with computers. Piore believes that flexible specialisation principles originating from Japan can be found in all capitalist economies and the Just-In-Time (JIT) production approach in Japan provides companies with the ability to obtain supplies right before they are needed, thus accommodating demand's economic conditions.

According to Savage, Barlow, Dickens ; Fielding (1992), the industry has shifted to a post-Fordist model where firms produce specialized commodities in smaller batches. This has resulted in a less hierarchical structure and requires workers to have broad training to handle the diverse work. The increased job empowerment and long training have improved worker morale and job security. In contrast to the standardized products of Fordist methods, where worker subordination occurs due to machine pace, the post-Fordist model prioritizes customization and agility.

The significance of core and periphery workers in Post-fordist firms was investigated by Atkinson (1985). He found that these workers are crucial to the firms' flexibility. The lessening of trade union authority, recessions, technological advancements and a reduction in the work week are all factors that have contributed to this flexibility (Haralambos and Holborn, 2000: pg. 714). The core group consists of managers, designers, and skilled workers who enjoy relatively secure job positions. Conversely, the periphery group, comprised of full-time clerical and supervisory workers with generic skill sets, are less secure and more closely monitored, but can be easily recruited to meet the changing needs of the firm.

Similarly, the rise of part-time, temporary, and agency workers in labor markets has also increased. Despite this trend, Atkinson does not share

Piore's belief that flexibility leads to improved workforce skills and independence. However, "the flexible firm" does offer advantages to core employees. In addition to learning a wide range of skills, these workers are able to participate in decision-making processes thanks to management practices, effectively enhancing their functional flexibility. (Haralambos and Holborn, 2000; pg.)

The likelihood of peripheral workers experiencing job satisfaction within a company is lower compared to other workers. Their job skills do not require them to broaden their expertise, and decision-making is anonymous and routine. Their contracts that are either short-term or require fewer hours naturally demand a more autocratic management style. Piore and Atkinson agree with this assertion, indicating that the workers find it similar to the Fordist era, which is demoralizing. Fordism had large hierarchical bureaucratic plants with semi-skilled labor and little creativity, necessitating the need for trade unions and collective bargaining. Conversely, Post-Fordism has flat structures with leaner approaches, creating room for flexible conditions that allow skilled and professional workers to innovate various aspects of their work (Jessop 1991; pg. 4).

Meeting the varied needs of consumers necessitates ongoing innovation following the Post-Fordism approach. This may involve particular corporations specializing in specific markets, while others opt for a broader range of products. Post-Fordist entities are commonly perceived as hypermarkets and shopping centers, as noted by Jessop (1991; pg. 15). However, sociologists generally believe that the nature of work is becoming less fulfilling and less technical. For instance, Pollert (1988) strongly opposes the perspectives of Piore and Atkinson.

According to Pollert, the theory of flexibility obfuscates the conflicting processes present in work organization. (Haralambos and Holborn, 2000; pg. 715). Pollert suggests that the theories

have been simplified excessively. This is evident in two ways. Firstly, the dominance of Fordist production methods has been overstated while the importance of small-batch production throughout the twentieth century has been neglected. Companies that can produce specialized products for a demand-led market have not introduced anything new. Secondly, Pollert highlights that the value of mass production has not decreased significantly.

According to Haralambos and Holborn's source in 2000 (pg. 715), Pollert discusses various industries, such as food, drinks, toiletries, records, and toys, that utilize mass production and still successfully sell to large markets. Pollert challenges the notion that workforce flexibility necessitates increased skills, suggesting that flexible production could potentially reinforce reliance on traditional skills, skill reduction, skill advancement, and skill polarization.

According to a study by Stephen Wood in 1989, the acquisition of new machinery in two British steel-rolling mills resulted in increased steel output and not in upgraded worker skills. He suggests that workers already possessing high levels of skill did not improve upon them while on the job. In Wood's view, worker "flexibility" merely entails transitioning between low-skill positions that necessitate minimal training.

Anna Pollert suggests that conflict between managers and subordinates may arise during periods of change in the workplace. Pollert also notes that there has been a fluctuation in the "peripheral workforce" rather than an increase, contradicting Atkinson's idea of "numerical flexibility" (Haralambos and Holborn, 2000; pg. 716). Additionally, Wood argues that the post-Fordist era has had negative effects on the British workforce. While unskilled assembly workers experienced significant benefits in the Fordist period, such as a forty percent reduction in working hours and a twenty-five-fold increase in wages, the current era

has had fewer advantages for workers.

According to Scharph (1991), unions utilized artificial scarcity as a means to secure above-competitive wages for their members. By coordinating wage setting between national associations of employers and labor organizations, often led by blue-collar unions, high income equality and wages were achieved with minimal strikes. However, modern societal changes, such as job losses, unemployment, and reduced trade union and worker representation power have resulted in job flexibility becoming increasingly important. Haralambos and Holborn (2000; pg. 716) discuss these changes. Paul Thompson believes that while modern workers require more flexibility, the extent and novelty of such needs have been grossly exaggerated. Multi-tasking in the form of job rotation is necessary for motivation and empowerment rather than just reskilling (Thompson).

In accordance with Haralambos and Holborn (2000; pg. 16), it is suggested that typical fast-food outlets, like McDonalds, require workers to execute various tasks related to food preparation and selling, without significant skill or opportunities for initiative. Workers are directed by detailed rules on how to perform their duties. Although Fordist techniques of worker control and monitoring have loosened somewhat, Thompson notes that Ford had initially aimed to shift power from workers to management through a system of authoritarian oversight and machine-led repetitive tasks. In order to combat a high rate of employee turnover, Ford reduced daily working hours and raised the wage rate to $5.

Ford's decision to pay his workers $5 per day had multiple motives. Firstly, it portrayed him in a positive light and secondly, it allowed his workers to afford his cars. In addition, Ford believed that "continuous improvement" and mass production required the deskilling of car production. However, some

critics argue that Ford's motive was to have better control over labor and the ability to substitute it if necessary.

The demand for unskilled labor has decreased in the developed world for nearly three decades due to the introduction of flexible production that requires numerate and literate workers. Although skilled mechanical craftsmen have become specialized machine operators, post-Fordist changes in the workplace have reduced the need for low-skilled workers. Thompson notes that Nissan has relaxed its monitoring of employees by implementing a "Neighbor Watch System," which involves overseeing one another.

The decrease in union membership, particularly among unskilled laborers who were once the leading force within the movement, is considered a major factor in political decline. The decline of unions can be attributed to external factors such as improved education and literacy rates, as well as the "new right" political ideology in the 1980s which aimed to weaken unions. However, it should be noted that work organization evolution cannot be oversimplified by focusing solely on flexibility and post-Fordism. While there may be some positive aspects to these changes such as job opportunities in expanding sectors and organizational changes, many other factors have contributed to this path.

Despite the possible presence of post-Fordism or flexible firms in certain locations, there is no identifiable general trend in the nature of work.