Work Change And Workers

This book provides a fresh account of the changing nature of work and how workers are changing as result of the requirements of contemporary working life. It explores the implications for preparing individuals for work and maintaining their skills throughout working life. This is done by examining the relations between the changing requirements for working life and how individuals engage in work.

This handbook provides an overview of the research on the changing nature of work and workers by marshalling interdisciplinary research to summarize the empirical evidence and provide documentation of what has actually changed. Connections are explored between the changing nature of work and macro-level trends in technological change, income inequality, global labor markets, labor unions, organizational forms, and skill polarization, among others. This edited volume also reviews evidence for changes in workers, including generational change (or lack thereof), that has accumulated across domains. Based on documented changes in work and worker behavior, the handbook derives implications for a range of management functions, such as selection, performance management, leadership, workplace ethics, and employee well-being. This evaluation of the extent of changes and their impact gives guidance on what best practices should be put in place to harness these developments to achieve success.

This book examines the new ways of working and their impact on employees’ well-being and performance. It concentrates on job demands and flexible work emanating from current economic and organizational change, and assesses impact on workers’ health and performance. The development of issues such as globalization, rapid technological advances, new management practices, organizational changes and new job skills are addressed. This book gives an overview and discusses the potential negative and positive effects of such new job demands and new forms of work.

Headlines frequently appear that purport to highlight the differences among workers of different generations and explain how employers can manage the wants and needs of each generation. But is each new generation really that different from previous ones? Are there fundamental differences among generations that impact how they act and interact in the workplace? Or are the perceived differences among generations simply an indicator of age-related differences between older and younger workers or a reflection of all people adapting to a changing workplace? Are Generational Categories Meaningful Distinctions for Workforce Management? reviews the state and rigor of the empirical work related to generations and assesses whether generational categories are meaningful in tackling workforce management problems. This report makes recommendations for directions for future research and improvements to employment practices.

"A timely, intensely intimate, and relevant exposé." —Kirkus Reviews (starred review) The Pulitzer Prize finalist's powerful examination of the hidden stories of workers overlooked by #MeToo Apple orchards in bucolic Washington State. Office parks in Southern California under cover of night. The home of an elderly man in Miami. These are some of the workplaces where women have suffered brutal sexual assaults and shocking harassment at the hands of their employers, often with little or no official recourse. In this heartrending but ultimately inspiring tale, investigative journalist and Pulitzer Prize finalist Bernice Yeung exposes the epidemic of sexual violence levied against the low-wage workers largely overlooked by #MeToo, and charts their quest for justice. In a Day's Work reveals the underbelly of hidden economies teeming with employers who are in the practice of taking advantage of immigrant women. But it also tells a timely story of resistance, introducing a group of courageous allies who challenge the status quo of violations alongside aggrieved workers—and win.

A far-reaching transformation is taking place in the US in the relationship between employers and employees. The lessons learned from Japan and from "best practice" companies like IBM about how job security, training, and internal development can improve employee commitment and performance have given way to a new set of lessons about how companies can redue fixed costs, increase flexibility, and improve performance by eliminating the elaborate employment systems that prepared employees for long careers in the company. Where the old arrangement protected employees from outside market forces, the new ones drag the market right back in through downsizing, contingent workforces, hiring on the outside for new skills, and compensation contingent on overall organizational performance. New work systems that reengineer processes and empower employees "flatten" the organizational chart, cutting management jobs in particular and reducing opportunities for career development. The new arrangements shift many of the risks of business from the firm to the employees and make employees, rather than employers, responsible for developing their own skills and careers. They also increase the demands placed on workers while reducing what they receive back for their efforts. While morale is down and stress is up, employee performance seems to be rising largely because of fear driven by the shortage of good jobs. Change at Work explores the theme that employees have paid the price for the widespread restructuring of American firms as illustrated by reduced security, greater effort and hours, and reduced morale. In this important study--commissioned by the National Planning Asociation's Committee on New American Realities--the authors consider how individuals and employers need to adapt to the new arrangements as well as the implicatioons for important policy issues such as how skills will be developed where the attachment to the firms is sharply reduced. The future is uncertain, but the authors argue that the traditional relationship between employer and employee will continue to erode, making this work essential reading for managers concerned with the profound impact corporate restructuring has had on the lives of workers.

Do you wake up in the morning excited to come to work? Are you valued as an employee? As a person? Do you feel part of the company as a whole? Do you leave work with a sense of accomplishment? It would be wonderful if we all could answer yes to these questions. But, sadly, that is not always the case. Despite the flood of books on business leadership and creating a positive and dynamic corporate culture-directed for the most part at decision makers in the C-suite-too many employers still fall short of the mark. These advice books often have little impact on the work lives of those on the front lines. Yet frontline staff make up the largest demographic in today's workforce. Although frontline staff have been referred to as those essential workers who have helped so many in our country and around the world during the COVID-19 pandemic, for the purposes of this book, we define frontline staff as all the people who make an organization run efficiently and effectively (from the custodian to the supervisor). The average person spends more waking hours at work than they do anywhere else. And that's why we believe strongly that the workplace should be an environment where employees are valued and shown that they are a necessary part of the whole team, department, and organization. We are passionate about helping this group of people-YOU-find ways to enhance their work life. Why? Because we have been there. We have experienced firsthand what it is like to work in the trenches-we remember how we were treated, how we were looked at, and what was expected of us. Combined, we have more than forty years of experience in nonmanagerial positions in both for-profit and nonprofit industries such as manufacturing, retail sales, consulting, medical administration, and education. Mary was a single parent who raised three kids, worked full-time, and went back to school at forty-two. Kimberley has been married for more than twenty years and made a major life change-going back to school to obtain her PhD-while she and her husband were raising three teenagers.

“[Cass’s] core principle—a culture of respect for work of all kinds—can help close the gap dividing the two Americas....” – William A. Galston, The Brookings Institution The American worker is in crisis. Wages have stagnated for more than a generation. Reliance on welfare programs has surged. Life expectancy is falling as substance abuse and obesity rates climb. These woes are not the inevitable result of irresistible global and technological forces. They are the direct consequence of a decades-long economic consensus that prioritized increasing consumption—regardless of the costs to American workers, their families, and their communities. Donald Trump’s rise to the presidency focused attention on the depth of the nation’s challenges, yet while everyone agrees something must change, the Left’s insistence on still more government spending and the Right’s faith in still more economic growth are recipes for repeating the mistakes of the past. In this groundbreaking re-evaluation of American society, economics, and public policy, Oren Cass challenges our basic assumptions about what prosperity means and where it comes from to reveal how we lost our way. The good news is that we can still turn things around—if the nation’s proverbial elites are willing to put the American worker’s interests first. Which is more important, pristine air quality, or well-paying jobs that support families? Unfettered access to the cheapest labor in the world, or renewed investment in the employment of Americans? Smoothing the path through college for the best students, or ensuring that every student acquires the skills to succeed in the modern economy? Cutting taxes, expanding the safety net, or adding money to low-wage paychecks? The renewal of work in America demands new answers to these questions. If we reinforce their vital role, workers supporting strong families and communities can provide the foundation for a thriving, self-sufficient society that offers opportunity to all.