The revolution in new technology gave rise to new work patterns and improved productivity, all of which affect the management of human resources. Expectations for increased efficiency have not always been fulfilled because of the problems that have arisen in workings of labour relations. How can management maximize the benefits of these technologies while co-operating with their employees? How far are trade unions involved in the decisions as companies adopt new technology? Is the workforce consulted in systems design? This book, originally published in 1992 looks at the problems of developing strategies in information technology when considering labour relations. Experts in industrial sociology, human resource management and organizational behaviour assess the achievements and failures, including consideration of issues such as public sector work, gender and race. Drawing on empirical evidence, the contributors cover a wide range of industries including case studies in electronics and banking, together with international comparisons.


chapter 1|55 pages

Manna or monstrous regiment?

Technology, control, and democracy in the workplace

chapter 2|36 pages


A ‘culture’ of participation?

chapter 3|29 pages

A creative offensive?

Participative systems design and the question of control

chapter 5|27 pages

Computerizing the council

IT, jobs and employee influence in a local authority

chapter 6|20 pages

Technology and banking

The use of information technology

chapter 9|29 pages

Trade unions and new technology

European experience and strategic questions