Andrej Stopa, a finance student from the Czech Republic, was fired from his job at the branch of the fast-food chain Pret A Manger in York Way, by St Pancras Station, in the middle of September. He had been working there for two years. A statement on Pret’s website explains that he was ‘dismissed for misconduct’, having ‘made homophobic comments to a colleague’ in December 2011. Pret wanted to make this clear because ‘a number of misleading and untrue comments had been circulating on social media’ regarding the case. This is the difficulty for big corporations these days: information about their actions circulates so fast that they have to get their retaliation in first. In this case Pret wanted to damp down speculation that Stopa’s sacking might have had something to do, not with his insulting a colleague ten months earlier, but with the formal establishment of an independent Pret A Manger Staff Union (Pamsu) two weeks before. Stopa had taken a lead in setting up the union. Pret will have been disappointed to discover that any of its staff were unhappy enough in their work to have want of a union. Pret workers aren’t supposed to be unhappy. They are recruited precisely for their ‘personality’, in the sense that a talent show host might use the word. Job candidates must show that they have a natural flair for the ‘Pret Behaviours’ (these are listed on the website too). Among the 17 things they ‘Don’t Want to See’ is that someone is ‘moody or bad-tempered’, ‘annoys people’, ‘overcomplicates ideas’ or ‘is just here for the money’. The sorts of thing they ‘Do Want to See’ are that you can ‘work at pace’, ‘create a sense of fun’ and are ‘genuinely friendly’. The ‘Pret Perfect’ worker, a fully evolved species, ‘never gives up’, ‘goes out of their way to be helpful’ and ‘has presence’. After a day’s trial, your fellow workers vote on how well you fit the profile; if your performance lacks sparkle, you’re sent home with a few quid. This winnowing process is designed to select for workers who will feed the ‘Pret Buzz’. ‘The first thing I look at is whether the staff are touching each other,’ Clive Schlee, chief executive of Pret since 2003, told the Telegraph in March last year. ‘Are they smiling, reacting to each other, happy, engaged? … I can almost predict sales on body language alone.’ What Pret has understood, and its competitors haven’t (or not yet), is how much money there is to be made from what radical left theorists have been referring to since the 1970s as ‘affective labour’. Work increasingly isn’t, or isn’t only, a matter of producing things, but of supplying your energies, physical and emotional, in the service of others. It isn’t what you make, but how your display of feeling makes others feel. This won’t be news to mothers, nurses and prostitutes, but the massive swelling of the service economy means that emotional availability can no longer be dismissed as women’s work; it must be seen as a dominant commodity form under late capitalism. And it has to be real. ‘The authenticity of being happy is important,’ a Pret manager tells the Telegraph, ‘customers pick up on that.’ It isn’t clear which is the more demanding, authenticity or performance, being it or faking it, but in either case it’s difficult to believe that there isn’t something demoralising, for Pret workers perhaps more than most in the high street, not only in having their energies siphoned off by customers, but also in having to sustain the tension between the performance of relentless enthusiasm at work and the experience of straitened material circumstances outside it. ‘Henceforth,’ as Carl Cederström and Peter Fleming put it in their recent jeremiad Dead Man Working (Zero, £9.99), ‘our authenticity is no longer a retreat from the mandatory fakeness’ of the workplace, ‘but the very medium through which work squeezes the life out of us’. To guard against the possibility of Pret workers allowing themselves to behave even for a moment as if they were ‘just here for the money’, the company maintains a panoptical regime of surveillance and assessment
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