There are no guarantees of anything in life except death and taxation and so in the meantime organisations must respond to the dynamic changes thrust upon them in order to ensure a means of survival and continuity. The last century saw many changes in work itself and the practice of work. The trend continues into this century where it is almost impossible to visualise how one will be working and in what areas. Yet one needs to have a vision of the future organisation and the future worker in order to begin to manage the necessary structural, technological and psychological changes involved. This paper explores aspects of the changing nature of work and some of the strategies organisations are using to help manage a more demanding (for leisure time and shorter/flexible working hours) worker. It will also examine the changing role of line managers as they attempt to manage the atypical worker and solicit their commitment. Implications and conclusions will highlight the challenges faced by organisations and their workers.
Emerald Group Publishing Limited
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