Please use this identifier to cite or link to this item: http://hdl.handle.net/1893/30066
Full metadata record
DC FieldValueLanguage
dc.contributor.authorLaaser, Knuten_UK
dc.date.accessioned2019-09-11T00:02:21Z-
dc.date.available2019-09-11T00:02:21Z-
dc.date.issued2019-08-09en_UK
dc.identifier.urihttp://hdl.handle.net/1893/30066-
dc.description.abstractUtilising an analytical framework informed by a moral economy approach, this article examines the social relationships between bank workers and customers in the context of changing performance management. Informed by 46 in‐depth interviews with branch workers and branch managers from UK banks, this article focusses on the interplay of the pressures arising from an intensified and all‐encompassing performance management system and bank workers lay morality. The article seeks to analyse why one group of bank workers engages with customers in a primarily instrumental manner, while another group tends to mediate and engage in oppositional practices which aim to avoid such an instrumentalisation. The article argues that moral economy gives voice to the agency of workers and the critical concerns of the social, economic and moral consequences of market‐driven and purely profit‐oriented workplace regimes.en_UK
dc.language.isoenen_UK
dc.publisherWileyen_UK
dc.relationLaaser K (2019) 'Customers were not objects to suck blood from': Social relations in UK retail banks under changing performance management systems. Industrial Relations Journal p. 16. https://doi.org/10.1111/irj.12267en_UK
dc.rights© 2019 The Authors. Industrial Relations Journal published by Brian Towers (BRITOW) and John Wiley & Sons Ltd This is an open access article under the terms of the Creative Commons Attribution License, which permits use, distribution and reproduction in any medium, provided the original work is properly cited.en_UK
dc.rights.urihttp://creativecommons.org/licenses/by/4.0/en_UK
dc.title'Customers were not objects to suck blood from': Social relations in UK retail banks under changing performance management systemsen_UK
dc.typeJournal Articleen_UK
dc.identifier.doi10.1111/irj.12267en_UK
dc.citation.jtitleIndustrial Relations Journalen_UK
dc.citation.issn1468-2338en_UK
dc.citation.issn0019-8692en_UK
dc.citation.epage16en_UK
dc.citation.publicationstatusPublisheden_UK
dc.citation.peerreviewedRefereeden_UK
dc.type.statusVoR - Version of Recorden_UK
dc.author.emailknut.laaser@stir.ac.uken_UK
dc.citation.date09/08/2019en_UK
dc.description.notesPublication status: Forthcoming/Available Onlineen_UK
dc.contributor.affiliationManagement, Work and Organisationen_UK
dc.identifier.wtid1437771en_UK
dc.contributor.orcid0000-0002-3230-3423en_UK
dc.date.accepted2019-07-15en_UK
dc.description.refREF Compliant by Deposit in Stirling's Repositoryen_UK
dc.date.filedepositdate2019-09-03en_UK
Appears in Collections:Management, Work and Organisation Journal Articles

Files in This Item:
File Description SizeFormat 
Laaser-2019-Industrial_Relations_Journal.pdfFulltext - Published Version137.03 kBAdobe PDFView/Open


This item is protected by original copyright



A file in this item is licensed under a Creative Commons License Creative Commons

Items in the Repository are protected by copyright, with all rights reserved, unless otherwise indicated.

If you believe that any material held in STORRE infringes copyright, please contact library@stir.ac.uk providing details and we will remove the Work from public display in STORRE and investigate your claim.