Institutionalization of Tipping as a Source of Managerial Control
This paper explores, investigates and analyses the rationale, approach and outcomes of the attempts by management to control the behaviour of front-line service workers through the institutionalization of customer tipping. It presents evidence generated from an in-depth case study of a highly successful UK restaurant group to suggest that the management of tipping is a way of controlling the behaviour of front-line service workers. However, rather than view such control as purely exploitative and one-sided, it is argued that there is a degree of 'mutual instrumentality', in that the findings suggest that workers voluntarily and consciously submit to subjugation for purely instrumental benefits. Copyright Blackwell Publishers Ltd/London School of Economics 2002.
Year of publication: |
2002
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Authors: | Ogbonna, Emmanuel ; Harris, Lloyd C. |
Published in: |
British Journal of Industrial Relations. - London School of Economics (LSE). - Vol. 40.2002, 4, p. 725-752
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Publisher: |
London School of Economics (LSE) |
Saved in:
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