Sabotage at General Motors’ Van Nuys Assembly Plant, 1975–83

Abstract

Sabotage is an aspect of industrial behaviour which is both important and under‐researched. This case study in a UAW‐organised plant is drawn from the author's experience. He suggests that the scope and incidence of sabotage may be much higher than some labour process studies suggest.

Creating New Approaches to Recognize and Deter Sabotage

“…Again, in France, a group of politically active shipyard workers deliberately disabled the controls of two cranes. Just prior to their defeat and decertification in 1981, air traffic controllers increased their number of sic-outs and slowdowns (Zabala, 1989 Thus, in assessing the spread of sabotage, three types of workers' sabotage were found: those where the object is to destroy machinery or goods (arson, direct damage to machines, vandalism, theft); those which stop production (strikes and various other ways of blocking production without actually destroying anything); and those which reduce the amount of work done (going slow, working without enthusiasm, absenteeism, turnover) (Dubois, 1979).…”

The many approaches to organisational misbehaviour

“…However, acts that are synonymous with misbehaviour are widely discussed, and terms applied in this field make reference to lesser versions of strike action or action short of strike action (Blyton and Turnbull, 2004), unorganised conflict (Hyman, 1981), alternative forms of conflict (Edwards and Scullion, 1982), additive forms of expression (Bean, 1975) and unconventional practices (Analoui, 1995). Further synonymous and incisive references to misbehaviour in the field of industrial relations includes sabotage, or subterranean bargaining, said to represent a gap left in the collective bargaining process (Zabala, 1989). However, some misbehaviour referred to in this field is noted by co‐operative practices.…”