In the face of the context brought about by the accumulation of capital model upheld by the Ford-type industry paradigm in the 1970s, automotive companies all over the world have adopted new production models. An understanding of the process by which these models have been conceived and incorporated is essential in view of the fact that the automotive field continues to be a source of organizational innovations for other industrial and service fields. From this standpoint, this article aims to analyze salary relations in Brazilian automotive companies based on the four elements according to Durand´s (1998) structure: work organization, remuneration systems, labor union actions and hierarchical relations. The use of this structure enables the researcher to identify conflicts inherent to each plant and the degree of coherence of the aforementioned elements needed to achieve the best overall results in the industry. The analysis of the case study, in the light of the model presented here, shows that in the context of capital accumulation, there is no coherence in the elements of salary relations similar to that which existed in Ford-type organizations.
Brazilian automotive sector; salary relations; work relations