Negotiation and work flexibility in France: Towards a post‐Taylorian organizational approach

Abstract

Presents the idea that the “Aubry” law context, which concerns the reorganization of working time, constitutes an encouragement to decentralize the collective negotiation. Introduced in June 1998, this mechanism represents an opportunity to observe innovative negotiation modes and the construct of organizations’ models. These models aim to associate the principles of Taylorism with the increasing need for flexibility. Through negotiation cases, the authors observe the manner in which the social partners build satisfactory compromises regarding work and the organization of working time. Such processes show the ability of employees to participate in organizational constructs and their creativity. The empirical observations illustrate the debate on the renewal of the Taylorian approach for organizations. Historically, in France, the action of trade union organizations has been deeply rooted in the protest against the Taylorian model; today the union movement constitutes, in our understanding, one phase of professional relations in the reshaping process of the Taylorian model of organization.

Citation

Schwamberger, Y. and Yami, S. (2000), "Negotiation and work flexibility in France: Towards a post‐Taylorian organizational approach", Journal of Organizational Change Management, Vol. 13 No. 5, pp. 493-503. https://doi.org/10.1108/09534810010377453