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Fragmenting WorkBlurring Organizational Boundaries and Disordering Hierarchies$
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Mick Marchington, Damien Grimshaw, Jill Rubery, and Hugh Wilmott

Print publication date: 2004

Print ISBN-13: 9780199262236

Published to Oxford Scholarship Online: October 2011

DOI: 10.1093/acprof:oso/9780199262236.001.0001

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Employment Policy and Practice: Crossing Borders and Disordering Hierarchies

Employment Policy and Practice: Crossing Borders and Disordering Hierarchies

(p.157) 7 Employment Policy and Practice: Crossing Borders and Disordering Hierarchies
Fragmenting Work

Jill Rubery

Jill Earnshaw

Oxford University Press

This chapter examines how inter-organizational relations impinge upon and react with internal employment relations. The interventions of non-employers are missing from conventional analyses that see the employment relationship as a traded bargain — albeit unequal — between a single employer and the employee. By introducing these inter-organizational relations into the analysis, the bargain that underpins the employment relationship can be seen to be embedded in a set of inter-capitalist relations that may shift risk and responsibilities both between organizations and between employers and employees. The differences between the collaborating organizations — as measured by their power in the contracting relationship, their business strategy, and their position within different value chains — result in potentially conflicting influences on internal employment policies and practices, particularly where there are multiple non-employers involved.

Keywords:   employment relations, employment policies, internal employment

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