Creating the New Worker by Jean-Pierre Durand

Author:Jean-Pierre Durand
Language: eng
Format: epub
ISBN: 9783319932606
Publisher: Springer International Publishing

The Hidden Functions of Indicateurs and Personal Appraisals

Tens of thousands of workers employed in large firms or public administrations are occupied using different tools to monitor the production of goods and services and track professional trajectories. In France, for instance, the number of individuals doing such roles has risen much more quickly than national GDP. Hence the need to analyse their strategic functions, which must go well beyond the simple monitoring role that the tools they wield are normally associated with. Tools play a part in the re-construction of professional ideals, behavioural norms and indeed the making of the new worker. The sections below will successively dissect the mechanics and processes used to govern these production purposes, as well as the many individuals who have themselves become types of management systems. They also look at the use of quantophrenia bibliometrics and finally at employees’ personal appraisals.

As noted in Chapter 1, flux tendu principles essentially mobilise employees because their responsibilities consist of keeping flows regular, that is preventing interruptions that penalise, first and foremost, downstream colleagues. If this were to happen, the latter group would have nothing to do and could no longer meet their targets. The permanent mobilisation of employees based on flux tendu, whether they are material (factories, mass retail, logistics warehouses, etc.) or informational (administration, banking, general services) in nature, we have termed constrained involvement. To cope more effectively with the risk of interrupted flows, production and work organisers have spread the practice of group work. This involves peers more than managers pushing employees to be (self)disciplined. Those who do not respect locally established productive norms are marginalised and sooner or later excluded.

But this is not enough to ensure employees’ total collaboration. It is when these provisions come under pressure from flux tendu and peers that they become systems. The goal is to ensure that employees both engage and are effective. Hence the frenetic proliferation of physical indicator-based work monitoring and control modalities over the past 30 years.

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