Date: Thu, 18 Jul 1996 14:11:51 +0100 (BST)
From: "AILEEN O'CARROLL (SOCIOLOGY) PG" <AILEENOC-AT-acadamh.ucd.ie>
Subject: computer workers


Hi, 

I'm new to the mailing list so I thought I'd 
better introduce myself.  I'm presently finishing
off work for a Masters in Sociology, my research
in looking at computer professionals in Ireland, 
I was told that some of you are interested in this
area so I thought I'd perhaps summerise my very
first impressions of the data, though I don't think
(so far) I've discovered anything new or startling..


Anyhow, I interviewed five computer professionals, of
both genders, working in four different computer companies 
(two Irish owned private software companies, one established,
one up- and-coming, one public comany (in transition to partial 
private ownership), one multinational).

The Irish computer industry is currently going through a 
massive boom, indeed the Irish economy has experienced a 
growth rate that has lead it to be compared to the Asian Tigers, 
yet there is persistance mass unemployment.  The computer
professionals I interviewed could be seen as representing a
'core' workforce, one of the characteristics of which is stablilty
of employment.  However while all of them were on salaried 
employees (one was about to have his 5 year contract changed to
a full time position), none felt secure in their job.  Indeed insecutity 
seemed to be central to their perception of work.  This despite the
fact that all mentioned that it was a 'sellers' market, that their companies
has diffiulty in both recruiting new programmers and holding on to 
those present.  It would seem to me that fostering the perception of 
insecurity is a key weapon in managements attempt to control the
labour of computer professionals.

Its been noted in other studies that the problem management face
when trying to monitor professional work is that
a) the level of skill is very high, so managment may not understand
what work is being done and
b) the outcome of the work is indeteminate, and so difficult to plan for.


Control mechnanisms are therefore are indirect, 
focusing on the use of peer pressure.  Those I interviewed socialised
with the company, were treated to monthly 'wine and cheeses' and an 
array of social events.  The atmosophere in the companies were
described as relaxed and informal with no strict dress code, no clocking in 
time etc. 
Work was allocated into project groups and deadlines were always unrealistic.
Therefore pressure to reach deadlines didn't come from higher up the
managment hierarchy, but from fellow workers.  One mentioned that
the company had told the programmers that they didn't want them to 
stay late.. yet had taken no steps to alter the organisation of work or 
guage the work load.
However programmers didn't blame management as such for
their failure to reach deadlines, but their own lack of organsational
ability.  All were afraid of not having sufficent technical know how, so
spare time was spent in trying to keep up to date by down loading
programs from the web etc.  They all felt pressured to keep up with
a constantly changing market.

Yet as in Ireland there is a boom, companies are also faced with
the problem of keeping the employees they already have.  Defections 
was reported to have a serious effect on morale, and therefore
productivity.  Three of my programmers had recently been 
given wage rises or bonuses. Other incentives such as 
share-options were being offered, a women
programmer said the company was very accomodating
 towards the hours worked by women programers with
famillies in her company.

Also as the size of the company the 'family' atmosphere
began to break down, programmers no longer had loyality
to the company and so more likely to leave.
All the companies had undergone restructuring in the last two years
(I must find out if that is when the computer boom started), in general
to re-introduce this small-group, informal, and friendly feel to companies that
were now big and sucessull. 

In one a new level of management had been introduced, as the company
was finding it difficult to get the engineers (who wanted to remain
'technical people") to take up management positions.  This involved
reorgansing the company so that managers were located in different
technical areas, and given the title 'technical manager' (though the job
seemed unchanged).

The culture of computing has been described as 'collegial' 
or as 'an interactive stlye with aggessive displays of technical 
self confidence and hands-on ability professional 
compentence defined in a masculine way',
The female programmers did describe it as masucline, by 
which they meant competitve and concerned with status.  Others
described is as opionated.  Hands on technical ability was 
valued highly.  Yet most at some stage expressed a lack 
of confidence in their abilties. Those that didn't tended to be older, and were less 
involved with the company ethos, treated it as regular job and worked
less long hours.
It was very important to the programmers that
their work was seen as important, on the
cutting edge and had a high status, again as companies
became more establised and larger, these feelings
were lost and morale began to break down.

So anyhow, it would seem to me while the 
'peer group' stragegy is effective, it does has
limitations as far as management is concerned, so
continuing to foster a perception of job instability
is another control mechanism.

eek I better not go on too long, what do
the rest of you think, I'd greatly appreciate
any comments/ questions,


aileen
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