This book examines the interrelationship between workplace studies and new technology.

The volume comprises a variety of research approaches that seek to explore and understand employees’ learning and development through and for work. Working life reveals challenges through technological, economic and societal development that can only rudimentarily be addressed by formal education and training. Workplace learning becomes more and more important for employees and enterprises to successfully cope with these challenges. Workplace learning is a steadily growing field of educational research but it lacks so far a scholastic canon – there is rather a diversity of research approaches. This volume reflects this diversity by bringing together researchers from different countries and different theoretical backgrounds, presenting their current research on topics that all are relevant for understanding presages, processes and outcomes of workplace learning. Hence, this volume is of relevance for researchers as well as practitioners in the field and policy makers.

Has the apartheid workplace changed over the past ten years of democracy in South Africa? In order to answer this question, the contributors of this book studied seventeen different workplaces, including BMW, a state hospital, footwear sweatshops and the wine farming industry. The editors broaden the definition of work to cover studies of the informal economy, including street traders, homeworkers and small rural enterprises. Beyond the Apartheid Workplace shows how South Africa's triple transition-towards political democracy, economic liberalization and post-colonial transformation-has generated contradictory pressures at workplace levels. A wide range of managerial strategies and union responses are identified, demonstrating both continuities and discontinuities with past practices. These studies reveal a growing differentiation within the world of work between stable, formal-sector work, casualized and outsourced work, and informal work where people struggle to make a living on the margins of the formal economy. The majority of workplaces are marked by the persistence and reconfiguration of the apartheid legacy. Deepening poverty and exclusion have been generated among great numbers of workers and their dependents.

Undertaking small-scale applied workplace-based research presents a unique set of challenges including how to conduct good research in time pressured situations and how to thrive in unfamiliar work environments. This book will help you to meet these challenges by setting out a step-by-step guide to planning, conducting and delivering top quality small-scale work-based research projects. In addition this book will help you to adapt quickly to your new surroundings. It will provide a strong strategic skill set that will enable you to navigate the workplace and ensure that your research findings inform organizational decision making. It tackles the challenge of conducting rigorous credible research FOR and WITHIN organizations and provides tangible advice for those looking to complete their research in very short time frames and with limited resources. Written by established academics, with significant experience coordinating industry/government placements and internships, the book will help you to bridge the gap between academic expectations and the requirements of the organisation, including the need to Develop a ‘pitch’ as well as a proposal; Produce powerful visualizations as well as logical narrative; Present practicable recommendations as well as findings/conclusions; Develop persuasive deliverables as well as traditional research reports; Create presentations that persuade as well as inform. Packed full of real-life examples, actionable advice and sensitive pedagogy this book will get you through your placement with confidence and style.

This book explores a wide range of methodological approaches to examining various forms of workplace physical environments. It focuses on pressing questions regarding the relationship between the spatial component of the workplace, including its progressive hybridisation with other physical and virtual places, and its users, be they public organisations, private companies, or start-up businesses and solopreneurs. International contributors address a range of methods that are applicable both in research and practice to confront the most cutting-edge workplace-related issues. The assumption is that work has been changing, thanks to the virtualisation of many activities, and that homeworking and hybrid working modes are expected to increase significantly after Covid-19. Thus, spaces hosting work need to adapt accordingly. Researchers and practitioners have been struggling to determine how much space will be needed by companies, what kind of space will better host different work activities, which workers are more suited for working from home, and which instead are more productive if they have an office-based working arrangement. The necessary evolution of the office should follow evidence-based decisions on the abovementioned matters, which are only possible through rigorous investigations. This volume aims to support these investigations, which call for inventive applications of qualitative and quantitative methodologies. By doing so the book will encourage solid practices and thorough research agendas in workplace design, management, and use. Contributions come from different disciplines, including facilities management, real estate management, psychology, design, architecture, sociology, and organisation studies. Chapters highlight the importance of appropriate methodologies, borrowed from different fields, in addressing contemporary questions and developments in workplaces. By analysing the challenges and opportunities for conducting rigorous research in different workplace settings, this book will be critical reading for both academics and students, as well as for decision-makers and professionals who deal with workplace design and management.

In the twentieth century, large companies employing many workers formed the bedrock of the U.S. economy. Today, on the list of big business's priorities, sustaining the employer-worker relationship ranks far below building a devoted customer base and delivering value to investors. As David Weil's groundbreaking analysis shows, large corporations have shed their role as direct employers of the people responsible for their products, in favor of outsourcing work to small companies that compete fiercely with one another. The result has been declining wages, eroding benefits, inadequate health and safety protections, and ever-widening income inequality. From the perspectives of CEOs and investors, fissuring--splitting off functions that were once managed internally--has been phenomenally successful. Despite giving up direct control to subcontractors and franchises, these large companies have figured out how to maintain the quality of brand-name products and services, without the cost of maintaining an expensive workforce. But from the perspective of workers, this strategy has meant stagnation in wages and benefits and a lower standard of living. Weil proposes ways to modernize regulatory policies so that employers can meet their obligations to workers while allowing companies to keep the beneficial aspects of this business strategy.

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.