Diverse managerial control and worker resistance constitute two faces of the power struggle between management and migrant workers in contemporary South China. Their power struggle will be demonstrated in four contested terrains: Exit (the labour market), the labour process, the communication domain, and the reproduction process of labour force. The race of labour demand and supply in the local labour market is the bedrock of the power struggle in the workplace. In the labour shortage period, the high turnover and the insufficient labour supply push management to incorporate the control on worker's exit as an important part into their work. In the labour process, it is hard for management to stick on the overt, punishment-oriented control. Two new control models are created: the laissez-faire control and the "human-based" control. In contrary to the weakening managerial control, worker resistance becomes overt, frequent, and diverse in this period. It includes strike, direct refusal, making troubles, various individual transgressions, and the construction of resistant discourse. Mobile communication creates a new battlefield in which management invents novel ways to enhance control while workers discover new methods of self-protection and resistance. Mobile phone becomes a micro, electronic Panopticon, used by management to locate, track, and control workers. In order to resist the ubiquitous control brought by mobile phone, migrant workers either directly refuse to purchase a mobile phone, or create various excuses to "lose" the connection with management. The factory dormitory is the site where managerial control over the reproduction of labour force can practice. In the labour shortage period, management strengthens their control on the factory dormitory and canteen, in order to stabilize the labour force and reduce the labour cost. Strike, threat, complaint, and looking for alternatives are workers' tactics to resist the dormitory regime. These four contested terrains constitute a new picture of labour politics in South China, which is full of conflicts, ambivalences, contradictions, and innovations. / Key Words: Control, Resistance, Migrant Worker, Labour Politics, Mobile Phone, South China / This research examines a new sophistication in the power struggle between the new generation of migrant workers and their management, in a time of rising labour shortage in South China. Different from previous studies, this research focuses on the dynamic interaction between capital and labour and pays more attention to the creative practices of migrant workers, especially in their readiness to leave unhappy working conditions to seek jobs elsewhere, their strategic utilization of the advantage position in the labour market to fight for their interests, and their use of personal communication technology to open up a space for reshaping work relationships and circumventing control by the management. / Peng, Yinni. / Adviser: Susanne Y. P. Choi. / Source: Dissertation Abstracts International, Volume: 72-10, Section: A, page: . / Thesis (Ph.D.)--Chinese University of Hong Kong, 2009. / Includes bibliographical references (leaves 248-257). / Electronic reproduction. Hong Kong : Chinese University of Hong Kong, [2012] System requirements: Adobe Acrobat Reader. Available via World Wide Web. / Electronic reproduction. [Ann Arbor, MI] : ProQuest Information and Learning, [201-] System requirements: Adobe Acrobat Reader. Available via World Wide Web. / Abstract also in Chinese.

丘海雄. / 論文(哲學博士) -- 香港中文大學硏究院社會學學部, 1996. / 參考文献 : leaves 175-182. / Qiu Haixiong. / Chapter 第一篇 --- 理论和方法 --- p.1 / 导言 --- p.1 / Chapter 第一章 --- 相关的理论 --- p.2 / Chapter 第一节 --- 理性选择理论 --- p.2 / Chapter 第二节 --- 劳动力市场及雇佣关系的理论 --- p.9 / Chapter 第三节 --- 中国劳动力市场及雇佣制度的研究 --- p.16 / Chapter 第二章 --- 本文的理论和方法 --- p.22 / Chapter 第一节 --- 理论架构 --- p.23 / Chapter 第二节 --- 研究方法 --- p.25 / 第一篇 注释 --- p.27 / Chapter 第二篇 --- 制度 --- p.33 / 导言 --- p.33 / Chapter 第三章 --- 劳动用工 --- p.35 / Chapter 第一节 --- 招收工人 --- p.35 / Chapter 第二节 --- 用工形式 --- p.39 / Chapter 第三节 --- 劳动管理 --- p.45 / Chapter 第四节 --- 工人流动 --- p.50 / 小結 --- p.56 / Chapter 第四章 --- 工资分配 --- p.58 / Chapter 第一节 --- 工资分配制度改革综述 --- p.58 / Chapter 第二节 --- 企业之间的分化 --- p.61 / Chapter 第三节 --- 内部工资制度 --- p.65 / Chapter 第四节 --- 工资改革的效果 --- p.74 / 小結 --- p.78 / Chapter 第五章 --- 福利保险 --- p.81 / Chapter 第一节 --- 住房分配 --- p.81 / Chapter 第二节 --- 医疗照顾 --- p.87 / Chapter 第三节 --- 劳动保险 --- p.95 / 小結 --- p.108 / 第二篇 注释 --- p.110 / Chapter 第三篇 --- 行动 --- p.124 / 导言 --- p.124 / Chapter 第六章 --- 工作价值和态度 --- p.124 / Chapter 第一节 --- 工作价值和满足感 --- p.124 / Chapter 第二节 --- 对有关改革的评价 --- p.129 / Chapter 第三节 --- 转工和第二职业的意愿和取向 --- p.131 / Chapter 第四节 --- 对工人、工会和企业地位的评价 --- p.133 / Chapter 第五节 --- 对解决问题的途径的评价 --- p.137 / 小結 --- p.138 / Chapter 第七章 --- 工人的行动选择 --- p.139 / Chapter 第一节 --- 一家两制 --- p.139 / Chapter 第二节 --- 一人两制 --- p.146 / 小結 --- p.160 / 讨论和总结 --- p.175 / 第三篇 注释 --- p.175 / 参考文献 --- p.175 / 英文参考书目 --- p.175 / 中文参考书目 --- p.180

Thesis (M.A.)--University of Canterbury, 2006. / Typescript (photocopy). Includes bibliographical references (leaves 130-149). Also available via the World Wide Web.

Man Chi-shing. / Thesis (M.Phil.)--Chinese University of Hong Kong, 2001. / Includes bibliographical references (leaves 198-205). / Abstracts in English and Chinese. / List of Tables --- p.i. / Abstract --- p.ii. / 摘要 --- p.iii. / Acknowledgement --- p.iv. / Chapter Chapter 1 --- Going into migrants in the Pearl River Delta --- p.1 / Chapter I --- The living strategy besides political resistance --- p.2 / Chapter II --- Exploring the migrants in township-and-village areas of the Pearl River Delta --- p.6 / Chapter III --- Methodology --- p.9 / Chapter IV --- Overview of this study --- p.13 / Chapter V --- Terms clarification --- p.14 / Chapter Chapter 2 --- Literature review: understanding migrants in South China --- p.16 / Chapter I --- Migration --- p.18 / Chapter II --- Floating population in China after the economic reforms --- p.22 / Chapter III --- Theoretical framework --- p.38 / Chapter Chapter 3 --- A dichotomous community: the construction of oppressed and oppressor in Tianshen Township --- p.59 / Chapter I --- Going down to the field site --- p.60 / Chapter II --- Unequal relationships between the oppressed and the oppressor --- p.73 / Chapter III --- Concluding remarks --- p.97 / Chapter Chapter 4 --- "The voice from migrants: ""The outside world is splendid, but also ruthless.""" --- p.102 / Chapter I --- Living experience --- p.103 / Chapter II --- Working experience --- p.110 / Chapter III --- Floating: a short stage of life --- p.117 / Chapter IV --- Concluding remarks --- p.131 / Chapter Chapter 5 --- Exit and familism: the ways to accommodate dissatisfaction --- p.135 / Chapter I --- The infrequency of direct confrontation --- p.136 / Chapter II --- Job switching as a from of self-defense --- p.140 / Chapter III --- The significance of family support --- p.148 / Chapter IV --- A case study: the entanglement between survival and exploitation --- p.157 / Chapter V --- Concluding remarks --- p.163 / Chapter Chapter 6 --- Economic retreatism: the basic reason of the social stability in the Pearl River Delta --- p.168 / Chapter I --- A comparison with Scott's and Popkin's cases --- p.169 / Chapter II --- A supplement to previous studies concerning Chinese migrant workers --- p.180 / Chapter III --- Suggestions --- p.182 / Chapter IV --- Prediction --- p.184 / Chapter V --- IEpilogue --- p.185 / Appendix A: List of Interviewees --- p.189 / Appendix B: Photos --- p.190 / Appendix C : Cartoon --- p.195 / Appendix D: Map --- p.197 / Bibliography --- p.198

<p>This rapport examines six Swedish workplace unions, in manufacturing internationalised companies, degree of internationalised trade union work. The report is based on interviews with local shop stewards. All local workplace unions were in some form internationalised. They were placed in three different groups of strategies: Passive, Tactical and Strategic. The Passive union only tried to get information; the Tactical unions were reactive against initiative from company management and used the channels provided of Industrial Relation laws. The Strategic unions where acting from an analysis that demanded collaboration with foreign trade unions and were active in trying to build contacts.In discussing why a local workplace trade union become internationalised three explaining factors was constructed: A relation to the company which gave the union more information and resources than the minimum level of required legislation. Second; a strategic analysis involving a threat against the employees. And third; a belief that the trade union could make a difference.</p>

The fundamental aim of this study has been to analyze the experiences of fifteen small South African companies that are currently trading with Africa. The sample included Durban based businessmen who frequently travelled to the respective countries in Africa. Their responses were analyzed against the major documented challenges that are faced when trading in Africa. A wide range of literature has been consulted in order to familiarize the researcher with current business strategies practiced in South Africa, the bodies that have been set up to assist free trade between Africa and South Africa and business practices that are inherent to Africa. The recommendations conclude that the small businessman battles with on-the-ground trading, and even though much has been done by the South African government to "get his foot through the door", the smaller businessman battles with the day to day intricacies of trading in African countries. These problems have to be addressed, as it is the private sector, which is the engine for growth in Africa. / Thesis (MBA)-University of KwaZulu-Natal, 2006.

Zugl.: Berlin, Humboldt-Univ., Diss.

Diss. (sammanfattning) Uppsala : Univ., 2003. / Härtill 4 uppsatser.

This rapport examines six Swedish workplace unions, in manufacturing internationalised companies, degree of internationalised trade union work. The report is based on interviews with local shop stewards. All local workplace unions were in some form internationalised. They were placed in three different groups of strategies: Passive, Tactical and Strategic. The Passive union only tried to get information; the Tactical unions were reactive against initiative from company management and used the channels provided of Industrial Relation laws. The Strategic unions where acting from an analysis that demanded collaboration with foreign trade unions and were active in trying to build contacts.In discussing why a local workplace trade union become internationalised three explaining factors was constructed: A relation to the company which gave the union more information and resources than the minimum level of required legislation. Second; a strategic analysis involving a threat against the employees. And third; a belief that the trade union could make a difference.

The purpose of the study is to compare the dispute resolution systems of Uganda and South Africa. The historical developments of both systems were discussed so as to understand the factors that contributed to their growth or demise. From the study, it is clear to see that the Ugandan system’s development has been greatly affected with every regime change, between 1894 to the present. The developments that were tackled are closely related to various historical and political phases through which Uganda has passed and these significant periods are 1894- 1962 (pre-independence), 1962-1971 (Obote 1), 1971-1979 (Amin), 1980-1985 (Obote II), 1986- 2006 (NRM) and 2006 to the present Multi-party system. The South African system on the other hand is divided into four eras with the first one beginning from 1870 to 1948, the second era from 1948 to 1979, the third from 1979-1994 and the last era from 1994 to the present date. The South African system has been greatly influenced by the past government’s move to create a dual system of labour relations that was eventually removed. The two systems were compared using a framework created basing on literature by ILO (2013), Brand, Lotter, Mischke, & Steadman (1997) and Thompson (2010). The framework for comparison outlines the elements of a dispute resolution which include the nature of the dispute, coverage, processes, avenues and human resources. It further presents the criteria and possible indicators to evaluate the performance of the system which are legitimacy, efficiency, informality, affordability, accessibility, a full range of services, accountability and resources. The comparison highlighted the various differences between both countries. The study established differences in the nature of disputes as the Ugandan system does not differentiate between the different types of dispute unlike the South African system which differentiates them and has different avenues for their settlement, the fact that the South African system has a number of avenues to cater to the different types of disputes unlike the Ugandan system which only has one route beginning with the Labour officers and the Industrial court if unresolved. An evaluation of the performance of both systems brought to light the number of changes the Ugandan system has to undergo so as to meet the expectations of the International Labour Organisation and have an effective system. The South African system proves to be more legitimate, efficient, informal, affordable, and accessible than the Ugandan system. Further still the South African system provides a full range of services is more accountable and has enough resources when compared with the Ugandan system. Recommendations have been proposed at the end of the study, mainly for the Ugandan system as the South African system appears to be more advanced and more effective in dispute resolution by international standards. The recommendations suggested are creating an independent dispute resolution system, mass sensitisation on labour rights, accreditation of private agencies, create a separate dispute resolution system for the informal sector, proper routing of disputes, creation of an independent body to monitor the national system, encouraging the creation of more democratic workplaces, re-establish the industrial court and finally, employing and training more labour officers.