PurposeThe research technique of shadowing is the most in‐depth type of systematic, direct observation in situ of behaviours within a particular organisational or social setting, and yet, it crucially lacks documentation and critical analysis. The origins of the under‐documenting, coupled with the mutation of the scientific method of shadowing through its adoption by many industries as a means of on‐the‐job training, have led to a misunderstanding of shadowing as a scientific technique. This is problematic at several levels for academics deeply involved in qualitative methodology. The purpose of this paper is to address, in part, this gap in the literature.Design/methodology/approachBy defining shadowing, considering the reasons why shadowing has had little critique from social science scholars and then exploring the problems of it as a research technique, particularly within the current context of ethics regimes, the authors wish to proactively help to avoid unintentional yet delicate fieldwork situations, in which misunderstanding may happen due to the lay use of “shadowing” as a passive (non‐obtrusive) observation.FindingsThe authors argue that the research practice of shadowing implies specific systematic techniques and extensive self‐discipline by the researcher. It also caters for a need in data collection that oversteps traditional observation‐and‐interviewing techniques, by adding a new hermeneutical layer to the information gathered. It becomes an essential tool in the evaluation of public policy initiatives and programmes and in the understanding of not only the mechanics, but of the motivations behind actions and behaviours.Originality/valueThis paper addresses part of a gap in the literature and paves the way for more critical analysis of the dynamics that emerge during the shadowing of a research participant.

To protect the welfare and rights of participants in research and

This article explores the relationship between an Australian financial institution's training programme and its commercial fortunes, in particular its mix of technical skills and social skills training. In this industry, price and product differentiation are limited, and customer service is the principal determinant of competitive advantage. Social skills training should theoretically be crucial to gaining competitive advantage. This study involved interviews with the bank's state and national managers, observations of different types of training courses and analysis of training programme documentation. It was found that during periods of intense pressure from the marketplace, managerial perceptions and budgetary constraints placed a higher priority on technical skills training over social skills training. This had significant implications for employees' personal and career development in internal and external labour markets.

This article is a response to Lansbury’s call (2009) in this journal for a re-conceptualization of work and employment. It supports Lansbury’s belief that the employment relationship cannot be understood in isolation from wider social change. Building on the tradition of emotional labour and aesthetic labour, this study introduces theoretically and empirically the concept of “ocularcentric labour” (the worker seeking the adoring gaze of the client as the primary employment reward). This paper seeks to establish: the empirical generalizability of ocularcentric labour; its conceptual differentiation with aesthetic and emotional labour; and the implications of ocularcentric labour for industrial relations and collective interest representation.Through a study of the employment relationship in the commercial health and fitness industry in Queensland (Australia), we identify this new type of labour as one in which the worker’s primary goal is to seek the psycho-social rewards gained from exposing their own body image. This quest shapes the employment relationship (both the organization of work and the conditions of employment). We argue that for many fitness workers the goal is to gain access to the positional economy of the fitness centre to promote their celebrity. For this they are willing to trade-off standard conditions of employment and direct earnings, and exchange traditional employment rewards for the more intrinsic psycho-social rewards gained through the exposure of their physical capital to the adoration of their gazing clients. As one worker said “You don’t do this for money.” Significantly, with ocularcentric labour the worker becomes both the site of production and consumption.The study draws on quantitative and qualitative data captured from the Australian health and fitness industry with one snapshot taken in 1993 and another in 2008. The conclusion draws together the key conceptual and empirical points and findings and examines the implications for the conceptualization of IR in the contemporary economy.Cet article constitue une réponse à l’appel de Lansbury (2009) dans cette revue en faveur d’une conceptualisation renouvelée du travail et de l’emploi. Il appuie la position de Lansbury à l’effet que la relation d’emploi ne peut être comprise sans tenir compte de son contexte social plus large. Construisant selon la tradition du travail émotionnel et du travail esthétique, l’étude introduit théoriquement et empiriquement le concept de travail « ocularocentriste » (en anglais ocularcentric labour, c’est-à-dire dans l’exercice duquel le travailleur ou la travailleuse recherche l’appréciation admirative du client comme source première de rétribution). Ce texte cherche à établir la généralisabilité du travail centré sur le regard, sa différence conceptuelle d’avec le travail esthétique et émotionnel ...

In 1993, contrary to the trend towards enterprise bargaining, and despite an employment environment favouring strong managerial prerogative, a small group of employers in the Queensland commercial health and fitness industry sought industrial regulation through an industry-specific award. A range of factors, including increased competition and unscrupulous profiteers damaging the industry’s reputation, triggered the actions as a business strategy. The strategic choices of the employer group, to approach a union to initiate a consent award, are the inverse of behaviours expected under strategic choice theory. This article argues that organizational size, collective employer action, focus on industry rather than organizational outcomes and the traditional industrial relations system providing broader impacts explain their atypical behaviour.