This book is concerned with the rapid and varied changes in the nature of work and work relationships which have taken place in recent years. While technological innovation has been a key contributor to the nature and pace of change, other social and market trends have also played a part such as increasing workforce diversity, enhanced competition and greater global integration. Responding to these trends alongside cost pressures and the need for continued responsiveness to the environment, organizations have changed the way in which work is organized. There have also been shifts in product markets with growing demand for authenticity and refinement of the customer experience which has further implications for how work is organized and enacted. At the same time, employees have sought changes in their work arrangements in order to help them achieve a more satisfactory relationship between their work and non-work lives. Many have also taken increased responsibility for managing their own work opportunities, moving away from dependency on a single employer.
The implications of these significant and widespread changes are the central focus of this book and in particular the implications for workers, managers, and organizations. It brings together contributions from an international team of renowned management scholars who explore the opportunities and challenges presented by technological and digital innovation, consumer, social and organizational change. Drawing on empirical evidence from Europe, North America and Australia, Work, Working and Work Relationships in a Changing World considers new forms of service work, technologically enabled work and independent professionals to provide in-depth insight into work experiences in the 21st Century.
List of Figures and Tables
Chapter 1: Work, working and work relationships in a changing world.
Clare Kelliher and Julia Richardson
Part 1: Career opportunities and experiences in the contemporary and future labour market: a double-edged sword?
Chapter 2: "The fur-lined rut": Telework and career ambition
T. Alexandra Beauregard, Esther Canonico, Kelly A. Basile
Chapter 3: Performing the ‘ideal professional’: Insights from worker’s accounts of emotional labor in contemporary workplaces
Carol Linehan, Elaine O’Brien
Chapter 4: Working as an independent professional: Career choice or the only option?
Part II: Making the most of flexible work practices: the need for spatial job crafting and boundary management
Chapter 5: Reflecting on and proactively making use of flexible working practices makes all the difference: The role of spatial job crafting
Christina Wessels, Michaéla Schippers
Chapter 6: "Bounded Flexibility": The influence of time-spatial flexibility and boundary-management strategies on women’s work-home interference
Pascale Peters, Beatrice Van der Heijden
Part III: Professionalisation in the Service Industry: Cicerones and Baristas
Chapter 7: Craft beer, Cicerones and changing identities in beer serving
Daniel Clarke, David Weir, Holly Patrick
Chapter 8: Wake up and smell the coffee: Job quality in Australia’s café industry
Part IV: Harnessing technological and digital information: the need for workforce agility
Chapter 9: Digital workplace design: Transforming for high performance
Nick van der Meulen, Kristine Dery, Ina M. Sebastian
Chapter 10: Agile working: the case of TechSci, a global technology company
Deirdre Anderson, Clare Kelliher
Chapter 11: Observations and conclusions on work, working and work relationships in a changing world
Clare Kelliher and Julia Richardson
HRD theory is changing rapidly. Recent advances in theory and practice, in how we conceive of organizations and of the world of knowledge, have led to the need to reinterpret the field. This series aims to reflect and foster the development of HRD as an emergent discipline. Encompassing a range of different international, organizational, methodological and theoretical perspectives, the series promotes theoretical controversy and reflective practice.