By David Marsden
This e-book considers why there are such nice overseas adjustments within the approach employment relatives are prepared in the enterprise. Taking account of the growing to be facts that overseas range isn't being burnt up by means of 'globalization', it units out from the idea of the enterprise, and explains why organisations and staff should still use the employment dating because the foundation for his or her financial cooperation.
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Additional resources for A Theory of Employment Systems: Micro-Foundations of Societal Diversity
There is also a problem of 'infinite regress' in seeking exhaustive job descriptions because there is no logical limit to how finely jobs can be described. It is always possible to go a step further. This is a rather philosophical problem in the present context because the diseconomies of ever more detailed job descriptions are felt quite rapidly. Nevertheless, a more important implication is that there is no bedrock of elementary tasks from which exhaustive job descriptions could be built up even in principle.
13 Work tasks are not static, and evolve continuously over time. Piore (1968) provides some graphic examples of what he calls 'experimental job design', whereby managers assign workers provisionally to new equipment, and adjust tasks and jobs as they gradually learn how to operate it more efficiently. Although he was concerned with the staffing of new equipment, this process is in fact continuous. Many subsequent improvements are discovered by workers, who can use them either to raise productivity or to make their own jobs easier.
In recent decades, the task allocation rules just discussed have been widely criticized as a source of inefficiency, and there is no doubt that the way they have been applied can restrict labour utilization. Chapter 8 will deal with the general question of different kinds of task allocation rule and their effects upon functional flexibility, but for the moment, it is worth noting that the studies by both Zweig (1951) on restrictive practices in British industry, and Slichter et al. (1960) on the impact of agreed work rules on management in the US, were more circumspect.