Please use this identifier to cite or link to this item: http://hdl.handle.net/1893/33245
Appears in Collections:Management, Work and Organisation Journal Articles
Peer Review Status: Refereed
Title: Developing mobility power tactics and strategies: the experiences of Central Eastern European workers in Scotland
Author(s): Baxter-Reid, Hazel
Contact Email: hazel.baxter-reid@stir.ac.uk
Keywords: Migrant workers
Labour mobility
Agency
European migration
Mobility power
Issue Date: 31-Aug-2021
Date Deposited: 7-Sep-2021
Citation: Baxter-Reid H (2021) Developing mobility power tactics and strategies: the experiences of Central Eastern European workers in Scotland. Employee Relations. https://doi.org/10.1108/er-06-2020-0280
Abstract: Purpose The purpose of this article is to examine the tactics and strategies utilised by Central Eastern European (CEE) migrant workers as they strive to develop their mobility power within the employment relationship and outside of the workplace. Design/methodology/approach Data is drawn from three qualitative organisational case studies. In total 70 interviews with migrant workers, managers and HR staff were undertaken. There were also nine focus groups with migrant workers across the case studies. Findings Developing mobility power is not straightforward, particularly in the context of hard HRM strategies. The majority of CEE workers across the case studies viewed the employment relationship as temporary; however, people found it difficult to develop the mobility power necessary to leave and move to a better job. This can be attributed to a combination of people's individual subjective factors and employment in occupations with limited structural and associational power. Originality/value This article engages with debates concerning the agency of migrant workers. Existing studies have focused upon the way in which migrant workers utilise mobility power to leave unfavourable employers. However, this article builds upon current debates by examining how migrant workers develop their mobility power. There is also consideration of the individual and collective dimensions of power
DOI Link: 10.1108/er-06-2020-0280
Rights: Publisher policy allows this work to be made available in this repository. Published in Employee Relations by Emerald. The original publication is available at: https://doi.org/10.1108/ER-06-2020-0280. This article is deposited under the Creative Commons Attribution Non-commercial International Licence 4.0 (CC BY-NC 4.0). Any reuse is allowed in accordance with the terms outlined by the licence (https://creativecommons.org/licenses/by-nc/4.0/). To reuse the AAM for commercial purposes, permission should be sought by contacting permissions@emeraldinsight.com.
Notes: Output Status: Forthcoming/Available Online
Licence URL(s): http://creativecommons.org/licenses/by-nc/4.0/

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