I articulate a classical-Marxist theory of technical change in the capitalist labour process, highlighting two contradictions. The management contradiction is the conflict managers experience between coordination (to increase efficiency) and discipline (to ensure valorisation). The workforce contradiction is the tension workers experience between productive socialisation and alienation. I submit that both contradictions were substantially muted from the earliest stages of capitalism through the Fordist stage but have become intensified in the postfordist period. Under postfordism, the basis of efficiency is economies (...) of scope and flexibility, and thus there is a real efficiency advantage to empowering workers, via both multiskilling and employee involvement in problem-solving and decision-making. Postfordist capitalism has thus initiated an intensification of the management and workforce contradictions. In response, capitalist management is increasingly impeding the growth of the productive forces by failing to empower workers. (shrink)

Across three decades in both Britain and the United States, surveys indicate that women must work harder than men do. Using data from the 1997 Skills Survey of the Employed British Workforce and the 1997 National Study of the Changing Workforce, the authors investigate two possible explanations for this gap in reports of required effort: gender differences in job characteristics and family responsibilities. In multivariate ordered logistic regressions, extensive measures of job characteristics do not explain the difference between women and (...) men. Family obligations, as well, account for little or none of the gap. The authors argue that the association between gender and reported required work effort is best interpreted as reflecting stricter performance standards imposed on women, even when women and men hold the same jobs. The authors discuss alternative interpretations and implications for research. (shrink)