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Books on the topic 'Flexible workplaces'

Author: Grafiati

Published: 4 June 2021

Last updated: 1 February 2022

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1

Canada. Human Resources Development Canada. Changing families, changing workplaces. Ottawa: Human Resources Development Canada, 1994.

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2

Institute, Families and Work. Workflex: The essential guide to effective and flexible workplaces. Alexandria, VA: Families and Work Institute and Society for Human Resource Management (SHRM ), 2012.

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3

Marshall, Nancy L. Family-friendly workplaces, work-family interface and worker health. Wellesley, MA: Center for Research on Women, 1993.

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4

Marshall, Nancy L. Family-friendly workplaces, work-family interface and worker health. Wellesley, MA: Center for Research on Women, 1993.

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5

Marshall, Nancy L. Family-friendly workplaces, work-family interface and worker health. Wellesley, MA: Center for Research on Women, 1993.

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6

Marshall, Nancy L. Family-friendly workplaces, work-family interface and worker health. Wellesley, MA: Center for Research on Women, 1993.

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7

Orel, Marko, Ondřej Dvouletý, and Vanessa Ratten, eds. The Flexible Workplace. Cham: Springer International Publishing, 2021. http://dx.doi.org/10.1007/978-3-030-62167-4.

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8

Olmsted, Barney. Managing in a flexible workplace. New York: Amacom, 1997.

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9

Brown, Bettina Lankard. The mobile worker in the flexible workplace. Columbus, OH: ERIC Clearinghouse on Adult, Career, and Vocational Education, Center on Education and Training for Employment, College of Education, the Ohio State University, 1999.

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10

Fisher, H. Introducing family-friendly initiatives in the workplace. Dublin: Employment Equality Agency, 1996.

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11

Congress, Trades Union. Flexible friends?: Case studies of positive workplace flexibility. London: TUC, 1998.

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12

Avery, Christine. The flexible workplace: A sourcebook of information and research. Westport, Conn: Quorum Books, 2000.

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13

Avery, Christine. The flexible workplace: A sourcebook of information and research. Westport, Conn: Quorum Books, 2000.

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14

Galbraith, Jay R. Competing with flexible lateral organizations. 2nd ed. Reading, Mass: Addison-Wesley, 1993.

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15

Teamwork through flexible leadership: A sharing of yourself. Pittsburgh: GTA Press, 1992.

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16

Wooding, Neil. Understanding flexibility: A guide to flexible opportunities inside the workplace. Llanelli: Campaign for Opportunity 2000, 1995.

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17

Wilson, Graham. Self-managed teamworking: The flexible route to competitive advantage. London: Pitman, 1995.

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18

Suzanne, Smith, ed. Creating a flexible workplace: How to select & manage alternative work options. 2nd ed. New York: AMACOM, 1994.

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19

Olmsted, Barney. Creating a flexible workplace: How to select and manage alternative work options. New York, NY: American Management Association, 1989.

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20

DeLapp, Lynn. Family benefits in the California workplace: The California family policy and benefits study. Sacramento, CA: Assembly Publications Office, 1991.

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21

Bikson, Tora K. Flexible interactive technologies for multi-person tasks: Current problems and future prospects. Santa Monica: Rand Corporation, 1988.

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22

Albert, Gore. Turning the key: Unlocking human potential in the family-friendly federal workplace* : a status report on federal workplace family-friendly initiatives to Bill Clinton. [Washington, D.C.]: Vice President of the United States, 1997.

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23

A, Waumsley Julie, ed. Attitudes to flexible working and family life. Bristol, UK: Published for the Joseph Rowntree Foundation by The Policy Press, 2003.

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24

Resources, United States Congress Senate Committee on Labor and Human. Family Friendly Workplace Act: Report together with additional and minority views (to accompany S. 4). [Washington, D.C.?: U.S. G.P.O., 1997.

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25

Phillips, Patricia. Measuring ROI in employee relations and compliance: Case studies in diversity and inclusion, engagement, compliance, and flexible working arrangements. Alexandria: Society for Human Resource Management, 2014.

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26

Elam, Mark. Languages of workplace reform and the stabilisation of flexible production: Observations on the identity of Swedish post-Fordism. Newcastle upon Tyne: Dept. of Economics and Government, Newcastle upon Tyne Polytechnic, 1989.

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27

Dill, Helga, and Heinrich Keupp. Der Alterskraftunternehmer: Ambivalenzen und Potenziale eines neuen Altersbildes in der flexiblen Arbeitswelt. Bielefeld: Transcript, 2015.

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28

United States. Congress. Senate. Committee on Labor and Human Resources. Fair Labor Standards Act reform: Review of flexible workplace measures : hearing before the Committee on Labor and Human Resources, United States Senate, One Hundred Fifth Congress, first session ... February 4, 1997. Washington: U.S. G.P.O., 1997.

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29

United States. Congress. Senate. Committee on Labor and Human Resources. Subcommittee on Employment and Training. The Family Friendly Workplace Act: Hearing before the Subcommittee on Employment and Training of the Committee on Labor and Human Resources, United States Senate, One Hundred Fifth Congress, first session, on S. 4 ... February 13, 1997. Washington: U.S. G.P.O., 1997.

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30

Hieber, Wolfgang Lothar. Lern- und Erfahrungskurveneffekte und ihre Bestimmung in der flexibel automatisierten Produktion. München: F. Vahlen, 1991.

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31

Bourke, Juliet. Corporate women, children, careers and workplace culture: The integration of flexible work practices into the legal and finance professions. Sydney: Industrial Relations Research Centre, University of New South Wales, 2000.

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32

P, McCabe Kevin, ed. Not just getting by: The new era of flexible workforce development. Lanham: Lexington Books, 2005.

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33

Tripartite Meeting on the Impact of Flexible Labour Market Arrangements in the Machinery, Electrical and Electronic Industries (1998 Geneva, Switzerland). Impact of flexible labour market arrangements in the machinery, electrical and electronic industries. Geneva: International Labour Organization, 1998.

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34

1959-, Fondas Nanette, ed. The custom-fit workplace: Choose when, where, and how to work and boost your bottom line. San Francisco, CA: Jossey-Bass, 2010.

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35

Building A Flexible Workplace. Catalyst, 2002.

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36

Knowledge & Control in the Flexible Workplace. Hyperion Books, 1991.

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37

Blokdyk, Gerardus. Flexible Workplace a Complete Guide - 2020 Edition. Emereo Pty Limited, 2020.

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38

Wells, Kimberly J. Work–Family Initiatives from an Organizational Change Lens. Edited by Tammy D. Allen and Lillian T. Eby. Oxford University Press, 2015. http://dx.doi.org/10.1093/oxfordhb/9780199337538.013.25.

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Viewed from a change lens, effective work–family policies and programs (e.g., flexible work options, leave policies, dependent care benefits) function as organizational change initiatives. Review of the work–family literature from the specific perspective afforded by a processual change framework especially discloses aspects of organizing that may facilitate or limit objectives of mainstreamed and sustainable work–family initiatives. Select examples from the literature are used to illustrate how scholars have incorporated critical change perspectives regarding context, substance, and politics. The importance of a change lens to achieving effective initiatives has been advocated in the work–family literature, and research viewed from a processual change frame suggests there is much that future study should address to inform practice challenges to achieving the promise of family-friendly workplaces. The chapter premise and recommendations are particularly relevant for contexts in which work–family reconciliation is typically addressed at the individual organizational level.

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39

Cranford, Cynthia J. Home Care Fault Lines. Cornell University Press, 2020. http://dx.doi.org/10.7591/cornell/9781501749254.001.0001.

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This revealing look at home care illustrates how elderly and disabled people and the immigrant women workers who assist them in daily activities develop meaningful relationships even when their different ages, abilities, races, nationalities, and socioeconomic backgrounds generate tension. As the book shows, workers can experience devaluation within racialized and gendered class hierarchies, which shapes their pursuit of security. The book analyzes the tensions, alliances, and compromises between security for workers and flexibility for elderly and disabled people, and argues that workers and recipients negotiate flexibility and security within intersecting inequalities in varying ways depending on multiple interacting dynamics. What comes through from the book's analysis is the need for deeply democratic alliances across multiple axes of inequality. To support both flexible care and secure work, the book argues for an intimate community unionism that advocates for universal state funding, designs culturally sensitive labor market intermediaries run by workers and recipients to help people find jobs or workers, and addresses everyday tensions in home workplaces.

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40

United Nations. Economic Commission for Europe., ed. Recent trends in flexible manufacturing. New York: United Nations, 1986.

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41

Workplace flexibility: Innovation in action. [Washington, D.C.?]: WorldatWork, 2008.

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42

Wood, Alex J. Despotism on Demand. Cornell University Press, 2020. http://dx.doi.org/10.7591/cornell/9781501748875.001.0001.

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This book draws attention to the impact of flexible scheduling on managerial power and workplace control. When we understand paid work as a power relationship, the book argues, we see how the spread of precarious scheduling constitutes flexible despotism; a novel regime of control within the workplace. The author of the book believes that flexible despotism represents a new domain of inequality, in which the postindustrial working class increasingly suffers a scheduling nightmare. By investigating two of the largest retailers in the world, the book uncovers how control in the contemporary “flexible firm” is achieved through the insidious combination of “flexible discipline” and “schedule gifts.” Flexible discipline provides managers with an arbitrary means by which to punish workers, but flexible scheduling also requires workers to actively win favor with managers in order to receive “schedule gifts”: more or better hours. The book concludes that the centrality of precarious scheduling to control means that for those at the bottom of the postindustrial labor market, the future of work will increasingly be one of flexible despotism.

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43

Disrupted Workplace: Time and the Moral Order of Flexible Capitalism. Oxford University Press, Incorporated, 2016.

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44

Wood, Alex J. Despotism on Demand: How Power Operates in the Flexible Workplace. Cornell University Press, 2020.

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45

Wood, Alex J. Despotism on Demand: How Power Operates in the Flexible Workplace. Cornell University Press, 2020.

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46

Wood, Alex J. Despotism on Demand: How Power Operates in the Flexible Workplace. Cornell University Press, 2020.

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47

Disrupted Workplace: Time and the Moral Order of Flexible Capitalism. Oxford University Press, Incorporated, 2016.

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48

A, Edelman Karen, Conference Board, and Workplace Flexibility Conference (1995 : New York, N.Y.), eds. Building the business case for workplace flexibility. New York, NY: Conference Board, 1996.

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49

Olmsted, Barney. Creating a flexible workplace: How to select and manage alternative work options. American Management Association, 1989.

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50

Tulgan, Bruce. Winning the Talent Wars: How to Build a Lean, Flexible, High-Performance Workplace. W. W. Norton & Company, 2002.

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