In Twenty-First Century Workplace Challenges, Edna Rabenu examines current and future challenges to psychological relationships in the workplace due to shifting environmental conditions such as mass migration, globalization, the advent of cyber entities, and the COVID-19 pandemic. Rabenu’s incisive analysis offers new solutions for employees, workers, managers, and organizations.

It cannot be denied that in recent decades, for many if not most people, work has become unstable and insecure, with serious risk and few benefits for workers. As this reality spills over into political and social life, it is crucial to interrogate the transformations affecting employment relations, shape research agendas, and influence the policies of national and international institutions. This single volume brings together thirty-nine scholars (both academics and experienced industrial relations actors) in the fields of employment relations and labour law in a forthright discussion of new approaches, theories, and methods aimed at ameliorating the world of work. Focusing on why and how work is changing, how collective actors deal with it, and the future of work from different disciplinary angles and at an international level, the contributors describe and analyse such issues and topics as the following: new forms of social protection and representation; differences in the power relations of workers and political dynamics; balancing protection of workers’ dignity and promotion of productivity; intersection of information technology and workplace regulation; how the gig economy undermines legal protections; role of professional and trade associations; workplace conflict management; lay judges in labour courts; undeclared work in the informal sector of the labour market; work incapacity and disability; (in)coherence of the work-related case law of the European Court of Justice; and business restructurings. Derived from a major conference held in Leuven in September 2018, the book offers an in-depth understanding of the changing world of work, its main transformations, and the challenges posed to classical employment relations theories and methods as well as to labour law. With its wide range of insights, analysis, and reflection, this unique contribution to the study of industrial relations offers an authoritative reference guide to scholars, policymakers, trade unions and business associations, human resources professionals, and practitioners who need to deal with the future of work challenges.

Stimulated by unprecedented and complex changes in the nation's social landscape, the fourteen original papers in the present volume attempt to recast our approach to existing institutional arrangements between family and economy. The authors set the stage for redefinitions that give meaning and place to individuals, thus serving broader social goals.

New times demand new kinds of leaders. In a technological workplace which may be more virtual than physical, where bytes of information and cyberspace need to be managed more than people, leaders will have to thrive amidst high chaos and continuous change. Global Leaders for the Twenty-First Century profiles twelve such leaders from business and government and discusses eight key attributes necessary for successful leadership in the future. Based upon extensive research and experiences with top leaders from around the world, the authors have identified the eight critical competencies needed by twenty-first century leaders: (1) a global mindset, (2) learning and teaching skills, (3) a servant-steward relationship to one's organization, (4) systems thinking, (5) spirituality and a concern for ethics, (6) a willingness to embrace new technologies, (7) innovation and risk-taking, and (8) vision-building. Twelve of the top up-and-coming leaders from around the world who possess these attributes are profiled. They include the Fortune magazine's first two Asian leaders of the year (CEOs Nobuyuki Idei of Sony and Cheong Choong Kong of Singapore Airlines), two highly acclaimed political leaders (President Mary McAleese of Ireland and United Nations Secretary-General Kofi Annan), the leading lights in the technology field (CEOs Jorma Ollila of Nokia in Finland and John Chambers of Cisco Systems in the United States), pioneer leaders for women (Carol Bartz, CEO of AutoDesk) and minorities (Ken Chenault, CEO-designate of American Express), the world's most innovative leader (Ricardo Semler, owner of Semco in Brazil), a leader in recognizing the importance of community service and employee partnership (Henry Carris, Carris Community of Companies), the director of one of the top executive development programs in the world (Felipe Alfonso, Asian Institute of Management), and a radical new thinker in the energy field (John Browne, CEO of BP Amoco).

The "litigation explosion" in the 21st century workplace means increasing costs and risks of lawsuits. Negotiation appears the attractive alternative to litigation. This new volume, with contributions from experts in psychology, management, and other disciplines, bridges the gap between management and negotiation research. Managers, students, and researchers interested in the field of negotiation will find this new book in SIOP’s Organizational Frontiers series of interest.

What Twenty-First-Leadership Can Learn from Nineteenth-Century American Literature aims to narrow the gap between leadership theory and practice, offering an account of how leaders in organizations can improve their practice by drawing on the literary imagination. Eastman analyses how business students can use literary fiction to find solutions to workplace problems, how they can engage with fictional writers' ideas about work, morality, and the self, and how they can articulate their own ideas about fostering a deeper connection between leaders and their teams in the workplace. The book contributes to leadership studies by setting out the case for using literary fictional texts to explore leadership scenarios. It has several purposes. The first is to provide educators with ideas on how to use fiction with students following a business curriculum. The second is to encourage industry to help their employees to become better able to analyse and synthesize complex and possibly conflicting ideas as well as how to articulate these ideas with clarity. A third purpose is to demonstrate how university and industry can work together. The work presents an alternative orientation for leaders predicated on the conviction that reading fiction will support students in becoming better at thinking about working relationships and at understanding other people, and it provides the underpinnings of a unifying theoretical framework for learning through fiction in a professional context and aims to demonstrate that reading about how fictional characters respond to the challenges of life supports students to formulate their own innovative leadership thinking.