TY - JOUR
T1 - Pay progression in routinised service sector work: navigating the internal labour market in a fast food multinational company
AU - Butler, Peter
AU - Hammer, Anita
PY - 2020/7/16
Y1 - 2020/7/16
N2 - The United Kingdom's widespread use of low-skill, low-paid employment has been well documented. It has been argued internal labour markets (ILMs) benefit such workers, affording them with opportunities for progression. Relatively little is known, however, about the impact of ILMs on entry level workers undertaking routinised service sector work. Drawing on qualitative data, this article explores the prospects on offer in a market leading, fast food multinational company. Potential enabling features include on-the-job training, a transparent and integrated pay structure and a professed culture of progression. Occupational movements to positions above the low-pay threshold are, however, relatively rare. We conjecture this contradiction is the result of the business context in which the firm operates. The findings suggest that in sectors where price leadership strategies dominate, escape from low pay is likely to be exceptional, even within large organisations featuring some of the classic characteristics of ‘pure’ or strong ILMs.
AB - The United Kingdom's widespread use of low-skill, low-paid employment has been well documented. It has been argued internal labour markets (ILMs) benefit such workers, affording them with opportunities for progression. Relatively little is known, however, about the impact of ILMs on entry level workers undertaking routinised service sector work. Drawing on qualitative data, this article explores the prospects on offer in a market leading, fast food multinational company. Potential enabling features include on-the-job training, a transparent and integrated pay structure and a professed culture of progression. Occupational movements to positions above the low-pay threshold are, however, relatively rare. We conjecture this contradiction is the result of the business context in which the firm operates. The findings suggest that in sectors where price leadership strategies dominate, escape from low pay is likely to be exceptional, even within large organisations featuring some of the classic characteristics of ‘pure’ or strong ILMs.
U2 - https://onlinelibrary.wiley.com/doi/full/10.1111/irj.12302
DO - https://onlinelibrary.wiley.com/doi/full/10.1111/irj.12302
M3 - Article
SN - 0019-8692
VL - 51
SP - 351
EP - 371
JO - INDUSTRIAL RELATIONS JOURNAL
JF - INDUSTRIAL RELATIONS JOURNAL
IS - 4
ER -