The ‘individual’ forms of industrial conflict, such as absenteeism, have received little attention in industrial sociology. This paper attempts to correct this deficiency by attacking the conventional approach to these phenomena and by using recent research findings to develop a sociological alternative. The main characteristics of the conventional approach are the focus on absenteeism without reference to the patterns of work relations of which it is part, and a treatment of it as a ‘problem’ which requires a remedy. The weakness of the approach is that neither the social meaning of absence nor the structural context of work organization is investigated. The alternative approach examines absence as part of a set of workplace relations and is thus able to explore how far, in what ways, and with what consequences it represents a form of conflict. In combination with other recent studies of the links between absence and the contingencies of individual workers' situations, a more adequate sociological treatment is possible. This approach is, ironically, better able to grasp the managerial problem of absence and workplace control than is the ‘managerialist’ conventional approach.
3 Identification of managerial problem
