"In recent decades, a predominant discourse has emerged in the media, particularly in the business management literature, that affirms moving beyond rigid Taylorism-Fordism to a more flexible work organization model considered to be more humanized. This article presents some results of a study that analyzed the experiences of workers in two Japanese automobile plants in Brazil with respect to aspects of the organization of work that have been promoted as positive by this predominant business management discourse. The plants studied employ the Japanese production model which has served as the principal reference for the idea of increased flexibility. The ethnographic methodology used included open-ended interviews (individual and in groups), informal conversation with workers, and participation in activities promoted by the union that represented the workers interviewed. The data analyzed took into account the experience of more than 40 workers. We conclude that the consequences of the work experiences of the workers who participated in the study are mental suffering and illness, and not a more humane work environment, as many business management publications have argued."

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