Are Bad Jobs Inevitable

An edited book in the Critical Perspectives on Work and Employment Series that is associated with the annual International Labour Process Conference, it focuses on job quality: debates, developments, issues and trends; workplace practice and interventions. Written by world-leading academics, it contains cutting-edge research.

Retail is now the largest employer in the United States. For the most part, retail jobs are “bad jobs” characterized by low wages, unpredictable work schedules, and few opportunities for advancement. However, labor experts Françoise Carré and Chris Tilly show that these conditions are not inevitable. In Where Bad Jobs Are Better, they investigate retail work across different industries and seven countries to demonstrate that better retail jobs are not just possible, but already exist. By carefully analyzing the factors that lead to more desirable retail jobs, Where Bad Jobs Are Better charts a path to improving job quality for all low-wage jobs. In surveying retail work across the United States, Carré and Tilly find that the majority of retail workers receive low pay and nearly half work part-time, which contributes to high turnover and low productivity. Jobs staffed predominantly by women, such as grocery store cashiers, pay even less than retail jobs in male-dominated fields, such as consumer electronics. Yet, when comparing these jobs to similar positions in Western Europe, Carré and Tilly find surprising differences. In France, though supermarket cashiers perform essentially the same work as cashiers in the United States, they receive higher pay, are mostly full-time, and experience lower turnover and higher productivity. And unlike the United States, where many retail employees are subject to unpredictable schedules, in Germany, retailers are required by law to provide their employees notice of work schedules six months in advance. The authors show that disparities in job quality are largely the result of differing social norms and national institutions. For instance, weak labor regulations and the decline of unions in the United States have enabled retailers to cut labor costs aggressively in ways that depress wages and discourage full-time work. On the other hand, higher minimum wages, greater government regulation of work schedules, and stronger collective bargaining through unions and works councils have improved the quality of retail jobs in Europe. As retail and service work continue to expand, American employers and policymakers will have to decide the extent to which these jobs will be good or bad. Where Bad Jobs Are Better shows how stronger rules and regulations can improve the lives of retail workers and boost the quality of low-wage jobs across the board.

A research-backed clarion call to CEOs and managers, making the controversial case that good, well-paying jobs are not only good for workers and for society--they're good for business, too.

The aim of this Handbook is to produce an interdisciplinary and international benchmark text for anyone wanting to understand job quality. Job quality matters and has long and continually done so, even if the terminology used to describe it has, and continues, to vary. Debate about the future of work and job quality in the twenty-first century centres on the impact of the new digital technologies of the putative fourth industrial revolution. This debate compounds existing concerns about the restructuring of employment and, importantly, a worrying proliferation of poor-quality jobs, often within the context of neo-liberal political-economic hegemony since the early 1980s or the economic crisis that followed the Global Financial Crisis of the late 2000s. Job quality is offered as a solution to challenges such as health, welfare, productivity, innovation, economic competitiveness, democracy and democratic participation, Bildung/cultivation, societal equality, individual and collective quality of life, and environmental sustainability. As job quality is a key factor in addressing these and the other challenges, it needs to be understood in all its complexity in terms of what it affects as well as what affects it. This Handbook draws together into a single volume: first, an explicit focus on job quality both as a significant factor in and of itself and as producing instrumental effects on a range of other processes and outcomes; second, a catalogue of the diverse range of multiple contributions and applications related to job quality; and third, the complexity and multiple interpretations of the concept of job quality. Each chapter provides distinct responses to the question of why job quality matters, coupled to a contention about for whom or for what job quality matters most. As the chapters with their respective answers and arguments attest, there are a range of ways in which job quality is relevant to an equally broad range of social, economic, and political concerns.

The SAGE Handbook of the Sociology of Work and Employment is a landmark collection of original contributions by leading specialists from around the world. The coverage is both comprehensive and comparative (in terms of time and space) and each ‘state of the art’ chapter provides a critical review of the literature combined with some thoughts on the direction of research. This authoritative text is structured around six core themes: Historical Context and Social Divisions The Experience of Work The Organization of Work Nonstandard Work and Employment Work and Life beyond Employment Globalization and the Future of Work. Globally, the contours of work and employment are changing dramatically. This handbook helps academics and practitioners make sense of the impact of these changes on individuals, groups, organizations and societies. Written in an accessible style with a helpful introduction, the retrospective and prospective nature of this volume will be an essential resource for students, teachers and policy-makers across a range of fields, from business and management, to sociology and organization studies.

From bestselling writer David Graeber—“a master of opening up thought and stimulating debate” (Slate)—a powerful argument against the rise of meaningless, unfulfilling jobs…and their consequences. Does your job make a meaningful contribution to the world? In the spring of 2013, David Graeber asked this question in a playful, provocative essay titled “On the Phenomenon of Bullshit Jobs.” It went viral. After one million online views in seventeen different languages, people all over the world are still debating the answer. There are hordes of people—HR consultants, communication coordinators, telemarketing researchers, corporate lawyers—whose jobs are useless, and, tragically, they know it. These people are caught in bullshit jobs. Graeber explores one of society’s most vexing and deeply felt concerns, indicting among other villains a particular strain of finance capitalism that betrays ideals shared by thinkers ranging from Keynes to Lincoln. “Clever and charismatic” (The New Yorker), Bullshit Jobs gives individuals, corporations, and societies permission to undergo a shift in values, placing creative and caring work at the center of our culture. This book is for everyone who wants to turn their vocation back into an avocation and “a thought-provoking examination of our working lives” (Financial Times).

From the creator of the popular website Ask a Manager and New York’s work-advice columnist comes a witty, practical guide to 200 difficult professional conversations—featuring all-new advice! There’s a reason Alison Green has been called “the Dear Abby of the work world.” Ten years as a workplace-advice columnist have taught her that people avoid awkward conversations in the office because they simply don’t know what to say. Thankfully, Green does—and in this incredibly helpful book, she tackles the tough discussions you may need to have during your career. You’ll learn what to say when • coworkers push their work on you—then take credit for it • you accidentally trash-talk someone in an email then hit “reply all” • you’re being micromanaged—or not being managed at all • you catch a colleague in a lie • your boss seems unhappy with your work • your cubemate’s loud speakerphone is making you homicidal • you got drunk at the holiday party Praise for Ask a Manager “A must-read for anyone who works . . . [Alison Green’s] advice boils down to the idea that you should be professional (even when others are not) and that communicating in a straightforward manner with candor and kindness will get you far, no matter where you work.”—Booklist (starred review) “The author’s friendly, warm, no-nonsense writing is a pleasure to read, and her advice can be widely applied to relationships in all areas of readers’ lives. Ideal for anyone new to the job market or new to management, or anyone hoping to improve their work experience.”—Library Journal (starred review) “I am a huge fan of Alison Green’s Ask a Manager column. This book is even better. It teaches us how to deal with many of the most vexing big and little problems in our workplaces—and to do so with grace, confidence, and a sense of humor.”—Robert Sutton, Stanford professor and author of The No Asshole Rule and The Asshole Survival Guide “Ask a Manager is the ultimate playbook for navigating the traditional workforce in a diplomatic but firm way.”—Erin Lowry, author of Broke Millennial: Stop Scraping By and Get Your Financial Life Together