The New Workplace: A Guide to the Human Impact of Modern Working Practices

ISBN-13: 9780471485438 / Angielski / Twarda / 2003 / 464 str.

Toby D. Wall; Chris W. Clegg; Paul Sparrow

Opis

"Just-in-time," "total quality management," "lean manufacturing," "call centres," "team work," "empowerment" - most people in business have heard these buzz words, often offered as a panacea to all profit ills. So why don't they always work? Can you combine them anyhow? If not, why not?

The New Workplace Handbook is a comprehensive guide to the evidence available on how modern working practices and technology affect the people in organizations. Within a broad psychological framework, leading experts examine how people work, their experience of work, the impact on productivity and performance and the human resource implications. Guidance is offered on a range of different methods, tools and practices that can be used to guide the design and implementation of modern working practices to ensure that pitfalls are avoided and the best possible results are obtained from new initiatives.

Indispensable for consultants, this Handbook will also be useful for students and scholars in the psychology of business, human resource professionals and anyone involved in the management of new working practices.

Spis treści

List of Figures.

List of Tables.

About the Editors.

List of Contributors.

Preface.

Part I: Introduction.

The New Workplace: An Introduction (David Holman & Stephen Wood).

Part II: Modern Working Practices in The Workplace.

Workers Under Lean Manufacturing (Rick Delbridge).

The Human Side of Total Quality Management (Richard Cooney & Amrik Sohal

Advanced Manufacturing Technology (Bradley Chase & Waldemar Karwowski).

Supply Chain Partnering (Maire Kerrin & Belen Icasati–Johanson).

Team Working (John Cordery).

Call Centres (David Holman).

Knowledge Management (Harry Scarbrough).

Employee Involvement: Utilization, Impacts and Future Prospects (George S. Benson & Edward E. Lawler III).

Promoting a Pro–active and Innovative Workforce for the New Workplace (Kerry L. Unsworth & Sharon K. Parker).

Teleworking and Virtual Organisations (David Lamond, Kevin Daniels & Peter Standen).

Performance Management Practices and Motivation (Robert D. Pritchard & Stephanie C. Payne).

E–business: Future prospects? (Chris Clegg, Belen Icasati–Johanson & Stuart Bennett).

Part III: Organisational Performance and Productivity.

Organisational Performance and Manufacturing Practices (Stephen Wood).

Organisational Performance in Services (Rosemary Batt & Virginia Doellgast).

The Human Resource –
Firm Performance Relationship: Methodological and Theoretical Challenges (Patrick M. Wright & Timothy M. Gardner).

Part IV: Tools and Methods for Design and Evaluation.

Tools and Methods to Support the Design and Implementation of New Work Systems (Enid Mumford & Carolyn Axtell).

Examining New Technologies and New Ways of Working: Methods for Designing Evaluation Studies (Sabine Sonnentag).

Part V: Reflection and Critique.

The Future of Work? (Paul Sparrow).

Any nearer a ′better′ approach? A critical view (Karen Legge ).

Conclusion: Practical, Theoretical and Methodological Considerations (David Holman, Toby Wall & Ann Howard).

Author Index.

Subject Index.

O autorze

DAVID HOLMAN is a Research Fellow at the Centre for Organisation and Innovation, which is part of the Institute of Work Psychology, University of Sheffield. He obtained his degree in psychology, diploma in personnel management and doctorate from Manchester Metropolitan University. His main research interests are job design, well–being and emotions at work, learning at work, and management education and development. He is the author of Management and Language: The Manager as a Practical Author, and has published articles in the Journal of Occupational and Organisational Psychology, Human Relations, Management Learning, Human Factors and Ergonomics in Manufacturing, and Applied Ergonomics.

TOBY D WALL is Professor of Psychology at the University of Sheffield, where he is Director of the Institute of Work Psychology and the ESRC Centre for Organisation and Innovation. He obtained his first degree and his doctorate from the University of Nottingham England. His main research interests have been in industrial and organisational psychology and have recently focused on the effects of advanced manufacturing technology and shop floor work organisation on work performance and strain. His research has appeared in the Journal of Applied Psychology, the Academy of Management Journal, and other leading publications. He also the author of several books including The Human Side of Advanced Manufacturing Technology and Job and Work Design.

CHRIS W CLEGG is Professor of Organisational Psychology and Deputy Director of the Institute of Work Psychology at the University of Sheffield. He is a Co–Director of the ESRC Centre for Organisation and Innovation, and Co–Director of the BAE –– Rolls–Royce University Technology Partnership for Design. He currently chairs the Sociotechnical Sub–Group of the British Computer Society. He holds a BA (honours) in Psychology from the University of Newcastle–on–Tyne and an MSc in Business Administration from the University of Bradford. He is a Fellow of the British Psychological Society, and a chartered psychologist. Chris Clegg′s research interests are in the areas of new technology, work organisation, information and control systems, sociotechnical theory and new management practices. He has published his work in a number of books and journals.

PAUL SPARROWis the Ford Professor of International Human Resource Management at Manchester Business School. He graduated from the University of Manchester with a BSc (Hons) Psychology and the University of Aston with an MSc Applied Psychology and was then sponsored by Rank Xerox to study the impacts of ageing on the organisation for his PhD at Aston University. He has written and edited a number of books including European human resource management in transition, The Competent Organization: a psychological analysis of the strategic management process, and Human Resource Management: the new agenda. He has also published articles in leading journals on the future of work, human resource strategy, the psychology of strategic management, international human resource management and cross–cultural management. He is currently Editor of the Journal of Occupational and Organisational Psychology.

ANN HOWARD is Manager of Assessment Technology Integrity for Development Dimensions International (DDI), a leading provider of human resource programs and services. She has served as president of the Leadership Research Institute, a non–profit organization that she co–founded in 1987. Ann is the author of more than 85 publications on topics such as assessment centers, management selection, managerial careers, and leadership. She is the senior author (with Dr. Douglas W. Bray) of Managerial Lives in Transition: Advancing Age and Changing Times, which received the George R. Terry Award of Excellence from the Academy of Management in 1989. She has edited two books: The Changing Nature of Work (1995) and Diagnosis for Organizational Change: Methods and Models (1994). She is a past president of the Society for Industrial and Organizational Psychology and the Society of Psychologists in Management. Ann received her Ph.D. degree from the University of Maryland and her M.S. degree from San Francisco State University, both in industrial–organizational psychology. She holds an honorary doctor of science degree from Goucher College, where she earned a B.A. degree in psychology.

Blurb

We are all increasingly familiar with modern business terms such as total quality management, just–in–time production, e–business, lean manufacturing and teleworking. But what really lies behind these terms and what effect do these and other new practices have on productivity and performance and, crucially, what is their social and psychological impact?

Written by leading authors from around the world, The New Workplace provides an up–to–date assessment of research into the human effects of new working practices, including team–working, call centres, virtual organizations and supply chain partnering. The impact on productivity and performance is considered in detail in a later section, while the final sections give guidance on a range of methods and tools for evaluating the social and psychological effects, as well as looking to the future. The practical focus means that The New Workplace can be used to help with the design and implementation of new working practices, ensuring that best results are achieved.

Indispensable for students and scholars of organizational psychology, The New Workplace will also be useful for consultants, as well as human resource managers and others charged with the management of new working practices.