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Winner of the William G. Bowen Prize Named a "Triumph" of 2018 by New York Times Book Critics Shortlisted for the 800-CEO-READ Business Book Award The untold history of the surprising origins of the "gig economy"--how deliberate decisions made by consultants and CEOs in the 50s and 60s upended the stability of the workplace and the lives of millions of working men and women in postwar America. Over the last fifty years, job security has cratered as the institutions that insulated us from volatility have been swept aside by a fervent belief in the market. Now every working person in America today asks the same question: how secure is my job? In Temp, Louis Hyman explains how we got to this precarious position and traces the real origins of the gig economy: it was created not by accident, but by choice through a series of deliberate decisions by consultants and CEOs--long before the digital revolution. Uber is not the cause of insecurity and inequality in our country, and neither is the rest of the gig economy. The answer to our growing problems goes deeper than apps, further back than outsourcing and downsizing, and contests the most essential assumptions we have about how our businesses should work. As we make choices about the future, we need to understand our past.
Take Control of Your Career Job security used to mean counting on a company to support you until retirement. Well, the rules have changed—companies downsize, jobs are outsourced, and pensions are eliminated as fast as the fluctuating economy. There’s good news, however—the new job security is alive and well and centered in you, not in a company. In this newly revised edition of The New Job Security, executive career-management consultant Pam Lassiter presents the five best strategies for achieving work security and success, from building a supportive network that returns your calls to creating new jobs rather than wasting time on advertised openings. Thoroughly updated with the latest tactics, technology, and trends, plus advice from nationwide business leaders and career experts, this is the career book for the new economy. The New Job Security will help you to: • Uncover interesting alternative jobs • Generate multiple income streams • Shape your job so that it reflects your values and goals • Move successfully within your company • Plan for career transitions so that they’re under your control Filled with practical exercises, real-life examples, online resources, and a refreshingly no-nonsense approach, The New Job Security is a strategic plan to gain control of your career and never worry about job stability again.
Law and Employment analyzes the effects of regulation and deregulation on Latin American labor markets and presents empirically grounded studies of the costs of regulation. Numerous labor regulations that were introduced or reformed in Latin America in the past thirty years have had important economic consequences. Nobel Prize-winning economist James J. Heckman and Carmen Pagés document the behavior of firms attempting to stay in business and be competitive while facing the high costs of complying with these labor laws. They challenge the prevailing view that labor market regulations affect only the distribution of labor incomes and have little or no impact on efficiency or the performance of labor markets. Using new micro-evidence, this volume shows that labor regulations reduce labor market turnover rates and flexibility, promote inequality, and discriminate against marginal workers. Along with in-depth studies of Colombia, Peru, Brazil, Argentina, Chile, Uruguay, Jamaica, and Trinidad, Law and Employment provides comparative analysis of Latin American economies against a range of European countries and the United States. The book breaks new ground by quantifying not only the cost of regulation in Latin America, the Caribbean, and in the OECD, but also the broader impact of this regulation.
This Open Access book provides a thorough analysis of the quality of work in the Netherlands, and suggests policy proposals to promote and facilitate good work for more people. New technology, flexibilization and the intensification of work will have significant consequences for all those who will still have jobs in the future, and – much less studied so far – for the quality of their work. Good work is essential for general well-being: for the individual’s quality of life, for the economy and for society. Good work for everyone should therefore be seen as an important aspiration for companies, institutions, social partners and governments. An essential read for an international audience of academics in the field of the sociology of work, labor economics and social policy, as well as for policymakers and researchers of trade unions, and representatives of other social movements.
The purpose of this book is to summarise the state of the science in the study of stress and burnout among health care professionals. Moreover, this book seeks to set the agenda for future research in the areas of stress and burnout. Despite the popularity of these topics as subjects for empirical study, particularly among health professionals, there has been no attempt to build a comprehensive summary of the literature concerning stress and burnout in health care. This book fills the void by bringing together leaders in the academic study of stress and burnout and by summarising the research on the measurement of stress and burnout, the unique causes of this condition for health care professionals as well as the consequences of stress and burnout and the patients they serve. It covers evidence-based mechanisms for the prevention and reduction of stress and burnout. Each chapter provides a synthesis of the critical stress and burnout literature as well as ideas for what research is needed to fill current voids in the literature. Final chapter of the book provides a research agenda to promote research concerning this phenomenon in health professions.
In today’s work environment, the lines between our professional and personal lives are blurred more than ever before. Whatever is happening to us outside of our workplace—whether stressful, painful, or joyful—follows us into work as well. We may think we have to keep these realities under wraps and act as if we “have it all together.” But as Mike Robbins explains, we can work better, lead better, and be more engaged and fulfilled if—instead of trying to hide who we are—we show up fully and authentically. Mike, a sought-after motivational speaker and business consultant, has spent more than 15 years researching, writing, and speaking about essential human experiences and high performance in the workplace. His clients have ranged from Google to Citibank, from the U.S. Department of Labor to the San Francisco Giants. From small start-ups in Silicon Valley to family-owned businesses in the Midwest. From what he’s seen and studied over the years, Mike believes that for us to thrive professionally, we must be willing to bring our whole selves to the work that we do. Bringing our whole selves to work means acknowledging that we’re all vulnerable, imperfect human beings doing the best we can. It means having the courage to take risks, speak up, have compassion, ask for help, connect with others in a genuine way, and allow ourselves to be truly seen. In this book, Mike outlines five principles we can use to approach our own work in this spirit of openness and humanity, and to help the people we work with feel safe enough to do the same, so that the teams and organizations we’re a part of can truly succeed. “This book will offer you insights, ideas, and tools to inspire you to bring all of who you are to the work that you do—regardless of where you work, what kind of work you do, and with whom you do it. And, if you’re an owner, leader, or just someone who wants to have influence on those around you—this book will also give you specific techniques for how to build or enhance your team’s culture in such a way that encourages others to bring all of who they are to work.”
The economic boom of the 1990s veiled a grim reality: in addition to the growing gap between rich and poor, the gap between good and bad quality jobs was also expanding. The postwar prosperity of the mid-twentieth century had enabled millions of American workers to join the middle class, but as author Arne L. Kalleberg shows, by the 1970s this upward movement had slowed, in part due to the steady disappearance of secure, well-paying industrial jobs. Ever since, precarious employment has been on the rise—paying low wages, offering few benefits, and with virtually no long-term security. Today, the polarization between workers with higher skill levels and those with low skills and low wages is more entrenched than ever. Good Jobs, Bad Jobs traces this trend to large-scale transformations in the American labor market and the changing demographics of low-wage workers. Kalleberg draws on nearly four decades of survey data, as well as his own research, to evaluate trends in U.S. job quality and suggest ways to improve American labor market practices and social policies. Good Jobs, Bad Jobs provides an insightful analysis of how and why precarious employment is gaining ground in the labor market and the role these developments have played in the decline of the middle class. Kalleberg shows that by the 1970s, government deregulation, global competition, and the rise of the service sector gained traction, while institutional protections for workers—such as unions and minimum-wage legislation—weakened. Together, these forces marked the end of postwar security for American workers. The composition of the labor force also changed significantly; the number of dual-earner families increased, as did the share of the workforce comprised of women, non-white, and immigrant workers. Of these groups, blacks, Latinos, and immigrants remain concentrated in the most precarious and low-quality jobs, with educational attainment being the leading indicator of who will earn the highest wages and experience the most job security and highest levels of autonomy and control over their jobs and schedules. Kalleberg demonstrates, however, that building a better safety net—increasing government responsibility for worker health care and retirement, as well as strengthening unions—can go a long way toward redressing the effects of today’s volatile labor market. There is every reason to expect that the growth of precarious jobs—which already make up a significant share of the American job market—will continue. Good Jobs, Bad Jobs deftly shows that the decline in U.S. job quality is not the result of fluctuations in the business cycle, but rather the result of economic restructuring and the disappearance of institutional protections for workers. Only government, employers and labor working together on long-term strategies—including an expanded safety net, strengthened legal protections, and better training opportunities—can help reverse this trend. A Volume in the American Sociological Association’s Rose Series in Sociology.