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Managerial Control of Employees Working at Home
Author(s) -
Felstead Alan,
Jewson Nick,
Walters Sally
Publication year - 2003
Publication title -
british journal of industrial relations
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 1.665
H-Index - 70
eISSN - 1467-8543
pISSN - 0007-1080
DOI - 10.1111/1467-8543.00271
Subject(s) - visibility , control (management) , work (physics) , public relations , business , sociology , knowledge management , management , computer science , political science , economics , engineering , geography , mechanical engineering , meteorology
Places of work constitute processes of management by facilitating ‘visibility’ (the possibility for supervisors and others to observe workers) and ‘presence’ (the ability for workers to participate in relations with co‐workers and others). Working at home creates problems for both these aspects of managerial control. We suggest that managers seek to compensate for the relative lack of visibility and presence of home‐located workers by generating a range of devices and social disciplines that together comprise loose networks of control. However, these responses are only partially successful since they are founded on contradictory assumptions and practices.