3,115 research outputs found
Rethinking managerial roles in change initiatives
Get PDFOrganisational change that is initiated by middle management rather
than top management is more likely to gain employee support. This
is the conclusion of a recent study co-authored by Bas Koene, assistant
professor in RSM’s Department of Organisation and Personnel
Management
Ontwerp, implementatie en besturing van zelforganiserende teams binnen (semi)overheidsorganisaties
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The value of relationships in a transactional labour market: constructing a market for temporary employment
Get PDFIntroduction
In recent decades, the concept of ‘normal’ employment has been
challenged. For example, Beck and Beck-Gernsheim (2003) argue that
the global, social and political landscape was characterised by an ‘epochal’
shift during the last decades of the 20th Century, echoing theorists
from a wide range of political and intellectual persuasions (Paradeise
2003; Gorz 1999; Granovetter 1998; Rifkin 1996; Handy 1995; Harvey
1990). All of these scholars have pointed to increasing individualization
and changing expectations about contractual specifi cations of rights
and obligations in all areas of private and public life (Sennett 1998;
Gellner 1997; Lyotard 1984). Kallinikos (2003: 595) described these
trends as increasingly eroding work communities where ‘modern humans
are involved in organizations qua roles, rather than qua persons’.
In employment studies, this has led to a focus upon workforce, labour
market and employment flexibility. It has generated extensive debates
on, successively, the extent – and costs and benefits to employers and
workers – of atypical work and contractual arrangements (for example,
Barley and Kunda 2004; Rubery et al. 2004; Auer and Cazes 2003; Purcell
et al. 1999; Burchell et al. 1999; Atkinson 1985) and – as part of
the human resource management and performance debate – HRM architecture
and selective labour contracting strategies with specific attention
to temporary employment (Boxall and Purcell 2011; Vidal and Tigges,
2009; Koene and van Riemsdijk; 2005; Kalleberg 2003; Lepak and Snell
1999; Pfeffer 1994). Essentially, it has been argued that competitive
pressures in the marketplaces for goods and services, allied to changes
in technology which have affected production, provision and transferability
of goods and services, have led to increased individualisation and
(re)commodifi cation of labour, (Esping-Andersen 1990:37) to an extent
that represents a tectonic shift from the traditional perspective of employment
as preferably permanent and stable.
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Management and Organization of Temporary Agency Work Foreword
No full textOver the past two decades, the concept of “regular employment” has been challenged and changed rapidly and fundamentally. We have seen a growth of short-term employment. Increasingly, organizations make use of contingent employees (Bergström and Storrie 2003) and contract work (Barley and Kunda 2004). From the beginning of the 1990s onwards, the growth of these “non-standard work arrangements” has attracted scholarly attention (e.g., Casey 1991; Delsen 1995; Purcell and Purcell 1998; Kalleberg 2000). Along with these developments, temporary work and the temporary work agency industry have both grown rapidly. In the United States, temporary agency work (TAW) grew at an annual rate of 11 per cent between 1972 and 1998, against 2 per cent annual growth for regular non-farm employment (Kalleberg 2000). During the 1990s, temporary work agencies were legalized and regulated in many European countries (Bergström and Storrie 2003), refl ecting a growing sociocultural readiness for temporary employment and supporting its proliferation (Koene, Paauwe, and Groenewegen 2004). Critics voiced concern about the risks of bringing contingency back in and of undermining work conditions and workplace community (e.g., Benner, Leete, and Pastor 2007; Kalleberg 2009). Still, during the 1990s, temporary contracts in Europe grew by 25 per cent (Kalleberg 2000), and in the fi rst decade of the new millennium, we saw a steep growth of agency work in Europe from 2,605 million to 3,924 full-time equivalents between 2002 and 2007 when it peaked, a growth of 51 per cent (Ciett 2011).</p
Bas-Relief Modeling from Normal Layers
No full textBas-relief is characterized by its unique presentation of intrinsic shape properties and/or detailed appearance using materials raised up in different degrees above a background. However, many bas-relief modeling methods could not manipulate scene details well. We propose a simple and effective solution for two kinds of bas-relief modeling (i.e., structure-preserving and detail-preserving), which is different from the prior tone mapping alike methods. Our idea originates from an observation on typical 3D models which are decomposed into a piecewise smooth base layer and a detail layer in normal field. Proper manipulation of the two layers contributes to both structure-preserving and detail-preserving bas-relief modeling. We solve the modeling problem in a discrete geometry processing setup that uses normal-based mesh processing as a theoretical foundation. Specifically, using the two-step mesh smoothing mechanism as a bridge, we transfer the bas-relief modeling problem into a discrete space, and solve it in a least-squares manner. Experiments and comparisons to other methods show that (i) geometry details are better preserved in the scenario with high compression ratios, and (ii) structures are clearly preserved without shape distortion and interference from details.Accepted author manuscriptMaterials and Manufacturin
Management and Organization of Temporary Agency Work Foreword
No full textOver the past two decades, the concept of “regular employment” has been challenged and changed rapidly and fundamentally. We have seen a growth of short-term employment. Increasingly, organizations make use of contingent employees (Bergström and Storrie 2003) and contract work (Barley and Kunda 2004). From the beginning of the 1990s onwards, the growth of these “non-standard work arrangements” has attracted scholarly attention (e.g., Casey 1991; Delsen 1995; Purcell and Purcell 1998; Kalleberg 2000). Along with these developments, temporary work and the temporary work agency industry have both grown rapidly. In the United States, temporary agency work (TAW) grew at an annual rate of 11 per cent between 1972 and 1998, against 2 per cent annual growth for regular non-farm employment (Kalleberg 2000). During the 1990s, temporary work agencies were legalized and regulated in many European countries (Bergström and Storrie 2003), refl ecting a growing sociocultural readiness for temporary employment and supporting its proliferation (Koene, Paauwe, and Groenewegen 2004). Critics voiced concern about the risks of bringing contingency back in and of undermining work conditions and workplace community (e.g., Benner, Leete, and Pastor 2007; Kalleberg 2009). Still, during the 1990s, temporary contracts in Europe grew by 25 per cent (Kalleberg 2000), and in the fi rst decade of the new millennium, we saw a steep growth of agency work in Europe from 2,605 million to 3,924 full-time equivalents between 2002 and 2007 when it peaked, a growth of 51 per cent (Ciett 2011).</p
The impact of organizational restructuring on the working lives and professional identities of employees at Philips
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