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

  • ID: 2250010
  • Book
  • 464 Pages
  • John Wiley and Sons Ltd
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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.

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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.
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David Holman
Toby D. Wall
Chris W. Clegg
Paul Sparrow
Ann Howard
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