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Tamara: Journal for Critical Organization Inquiry

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Year 2014 
Volume 12 
Issue 2

Object Pleasures and Job Segregation: Barbers, hairstylists, and the material (be)longings of work

Craig Rich
Loyola Marymount Univeristy, United States

2014 12 (2) Tamara: Journal for Critical Organization Inquiry

Abstract

Increasingly, organization and communication scholars are paying critical attention to the materiality work/life. In this vein, this paper explores the connections between job segregation, object relations, and the performance of work belongings. In particular, it speaks into the question: how do object relations constitute segregated job belongings? Drawing on data from a year-long, comparative ethnography of barbers and hairstylists, the analysis focuses on barbershop and hair salon mirrors and the complex relations produced by barbers’ avoidance and hairstylists’ engagement of this common object. Specifically, these object relations were found to not only differentiate job belongings, but also materialize erotics (pains and/or pleasures) in the constitution of job segregation. The paper closes with implications of these findings for studies of materiality, especially in terms of how object relations and pleasures summon and segregate working bodies and jobs.

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APA style

Rich, Craig (2014). Object Pleasures and Job Segregation: Barbers, hairstylists, and the material (be)longings of work. (2014). Object Pleasures and Job Segregation: Barbers, hairstylists, and the material (be)longings of work. Tamara: Journal For Critical Organization Inquiry, 12(2), 15-24. (Original work published 2014)

MLA style

Rich, Craig. “Object Pleasures And Job Segregation: Barbers, Hairstylists, And The Material (Be)Longings Of Work”. 2014. Tamara: Journal For Critical Organization Inquiry, vol. 12, no. 2, 2014, pp. 15-24.

Chicago style

Rich, Craig. “Object Pleasures And Job Segregation: Barbers, Hairstylists, And The Material (Be)Longings Of Work”. Tamara: Journal For Critical Organization Inquiry, Tamara: Journal for Critical Organization Inquiry, 12, no. 2 (2014): 15-24.