Brave New Workplace: How individual contracts are changing our jobsAllen & Unwin, 01/02/2006 - 272 من الصفحات Once employees knew they'd be paid properly for working nights and overtime and couldn't be dismissed on a whim. Unions made sure of this. Now employees are being asked to do their own bargaining, one on one. Employers and government claim that this will lead to higher productivity, while unions and church groups cry foul. What is really going on? The push for individual contracts for employees overturns a century of collective efforts to create basic rights and a 'fair go' in Australian workplaces. David Peetz peels away the layers of corporate and government doublespeak that surround this most heated issue to uncover what is really happening in relations between employers and employees. He explains who benefits from individual contracts and who doesn't, and how this will change the way we work. He locates individual workplace contracts in a wider debate about whether we are moving away from collective ideals towards individualistic values. From offices to shops, schools, hospitals and mines, individual contracting affects every single employee in Australia. Brave New Workplace is compelling reading for anyone who wants to understand the brave new world of work. 'This is a timely and important book. The Australian Government is promoting individual contracts as the way forward for all Australian workplaces. David Peetz's research demonstrates clearly that individual contracts are the antithesis of modern, productive employment relationships.' - Greg Combet, ACTU Secretary 'David Peetz dissects the workplace world of dog eat dog with forensic skill. This book is essential, accessible reading for those who want to understand what individualism in the workplace means for workers and for Australian society.' - Associate Professor Barbara Pocock, author of The Work/Life Collision |
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النتائج 1-5 من 9
الصفحة 6
... example, in recent years one of the most widely cited perspectives on collectivism and individualism comes from a massive study of crossnational cultural differences among IBM employees by Hofstede.4 He saw individualist (national) ...
... example, in recent years one of the most widely cited perspectives on collectivism and individualism comes from a massive study of crossnational cultural differences among IBM employees by Hofstede.4 He saw individualist (national) ...
الصفحة 9
... example, did not have to meet a 'no disadvantage' test, but they could not pay below a state minimum wage. They have since been replaced by 'Employer–Employee Agreements' (EEAs), which contain more safeguards for employees. One final ...
... example, did not have to meet a 'no disadvantage' test, but they could not pay below a state minimum wage. They have since been replaced by 'Employer–Employee Agreements' (EEAs), which contain more safeguards for employees. One final ...
الصفحة 10
... example, it can mean the 'the differentiation of individual employees' employment contracts'. This is what Willie Brown and his colleagues refer to as 'substantive individualisation'. It means there are significant differences between ...
... example, it can mean the 'the differentiation of individual employees' employment contracts'. This is what Willie Brown and his colleagues refer to as 'substantive individualisation'. It means there are significant differences between ...
الصفحة 13
... example, to sue and be sued), they behave differently to natural persons. This is because corporations have a single objective: the maximisation of profit and, hence, of returns to shareholders. In many countries this objective is laid ...
... example, to sue and be sued), they behave differently to natural persons. This is because corporations have a single objective: the maximisation of profit and, hence, of returns to shareholders. In many countries this objective is laid ...
الصفحة 17
... example, in one workplace Sally may need to stop her boss harassing her, Sigmund may need to be paid for his overtime and Andreas may need to have a fair chance at promotion without discrimination. There is a collective theme across all ...
... example, in one workplace Sally may need to stop her boss harassing her, Sigmund may need to be paid for his overtime and Andreas may need to have a fair chance at promotion without discrimination. There is a collective theme across all ...
المحتوى
1 | |
2 Youre all individuals? Some myths about individualism and collectivism | 23 |
Individual contracting for the corporation | 48 |
4 What are you worth? The impacts on ordinary employees | 85 |
Corporate strategies and human rights | 116 |
Responding to the corporate push | 157 |
7 Finding the way upholding basic rights of the brave new workforce | 186 |
Notes | 213 |
Select bibliography | 250 |
Index | 260 |
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action activities association attitudes Australian average award AWAs behaviour benefits Business capital cent CEOs changes chapter Coal collective agreements collective bargaining collectivism cooperative corporations countries covered culture decline delegates develop earnings economic effect employees employment relations enterprise example executive expectations face federal growth higher human identity important increases individual contracts individualisation Industrial Relations International involvement issues Journal labour leave less look March means Melbourne ment mining mobilisers negotiate non-union offered official organising paid particular Peetz performance points productivity promote rates referred reform registered relationship Report represented Research resource role seek showed social society strategies studies survey Sydney things tion Trade trust union membership United University values wages WorkChoices workers workplace Workplace Relations Zealand