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Little is known about temporal trends in the intensification of work in America, or its determinants. This study analyzed two representative samples of the American labor force, and found that the pace of work increased significantly between 1977 and 1997. In a decomposition analysis, two-thirds of the increase in work intensification was attributable to objective economic changes, in particular job complexity and the length of work schedules. Future research should further explore the role of technology in quickening the pace of work, but not ignore the possibility that the demands of family life also affect perceptions of work intensification.

School-level leaders are suffering. They are experiencing a well-being crisis after years of working long work hours, managing an unrelenting workload, and navigating shifting policy contexts. School leaders that are experiencing work intensification and highly stressful work environments can suffer personal and professional consequences. On a professional level, school-level leaders are immersed in intensified work environments that mute the power and potential increasingly associated with their role. This chapter describes challenges that threaten school-level leaders' productivity, job satisfaction, happiness and well-being, such as work intensification, burnout, stress as well as loneliness and isolation. In these ways, the emotional aspects of their work can influence school-level leaders' ability to lead happy and healthy lives, while also having the supplementary effect of making the position less attractive for the next generation of school leaders. Research conducted in jurisdictions around the world is discussed throughout the chapter to demonstrate that the well-being crisis experienced by school leaders is an international phenomenon. I also use this discussion of the challenges facing contemporary school-level leaders to encourage them to reconnect with the reasons why, and the emotions they felt, when first pursuing a position in K-12 school-level leadership.

This chapter uses findings derived from interviews with 13 Ontario (Canada) secondary school principals to identify conditions that contribute to emotional labor, experienced in their work. Five workplace conditions that heighten participating principals' emotional labor emerged from the interviews, including advocating for students, work intensification, navigating their local policy context, managing workplace conflict and crises or tragedies in the school community. The findings suggest a need to clarify legislated expectations and responsibilities placed on principals to accurately reflect their work and counter the impact of work intensification. Principals could benefit from additional supports to deal with the impact(s) of work intensification, shepherding the school through crises or navigating shifting policy contexts and conflicts in the workplace. Rather than treating the symptoms that result from emotional labor, concrete efforts are needed to change the culture of the principalship in order to maximize the impact of leadership on student achievement.

This chapter reviews the ongoing processes of marketisation in secondary school teaching and its further embedment through commodification of teachers’ performance. We track developments through documentary evidence from Government statements and other agency reports and unstructured interviews with teachers’ union representatives in the South West of England. Following Carter and Stevenson (2012) we begin by introducing the labour process debate concerning teachers’ productive labour to provide the backdrop for the argument that teachers’ work is increasingly commodified and judged along neoliberalised requirements. Commodification has taken place through measurement of abstract standards constructed by associating individual teachers with their pupils’ achievements, as well as subjective assessment of teacher behaviour judged against newly introduced ‘Teacher Standards’. We argue that this attempted quantification of teacher output is constructed, in Marxist terms, to accommodate to the ‘socially necessary labour time’ and to indirectly maximise work ‘output’ for individual teachers through a process of standardisation of processes involved in task completion. We attempt to define new ways of measuring teachers’ work through the lens of abstract labour and link such processes to workplace alienation. In such fashion, teachers are subject to work intensification, increased monitoring and surveillance, further standardisation of work and weakening of creative autonomy leading to intensified alienation from the professional nature of the job.

This chapter examines and discusses the unintended outcomes of the production bonus scheme the mine had instituted to motivate and increase the productivity of the frontline mining teams. This is crucial given that the maladministration of the bonus system could lead to a range of undesired outcomes such as deteriorating levels of trust between management and frontline workers, prioritisation of production at the expense of safety, poor work relations and ultimately low levels of organisational, employee and team performance. There are a number of organisational, management and labour factors that can render a production bonus scheme effective or ineffective. These factors influence the nature and extent of worker reactions to the bonus scheme.

This chapter examines and discusses the factors that influenced the reaction of the mining teams to the team-based production bonus scheme and the extent to which mine management fulfilled its side of the bargain in the implementation of the production bonus. The chapter highlights the manner in which the team-based bonus system influenced teams of stope workers to engage in their informal organisational practice of making plan (planisa) in order to offset the snags that jeopardised their prospects of earning the production bonus. The chapter reveals that, to a large extent, the productivity bonus generated conflict rather than cooperation at the point of production down the mine. As a result, the incentive scheme failed to live up to expectations by not eliciting the desired levels of organisational, worker and team performance at the rock-face.

The aim of this chapter is to investigate the context dependence of the implications of telework for work–family conflict. It examines whether and how the implications of telework for strain-based and time-based work–family conflict depend on work–family-supportive and high-demand workplace cultures. Based on a sample of 4,898 employees derived from a unique linked employer–employee study involving large organizations in different industries in Germany, multilevel fixed-effects regressions were estimated.

The results show that telework is associated with perceived higher levels of both time-based and strain-based work–family conflict, and that this is partly related to overtime work involved in telework. However, teleworkers experience higher levels of work–family conflict if they perceive their workplace culture to be highly demanding, and lower levels if supervisor work–family support is readily available.

Future research is required to investigate how the conclusions from this research vary between heterogonous employees and how work–family-supportive and high-demand workplace cultures interrelate in their implications on the use of telework for work–family conflict.

The findings show how important it is to implement telework in a way that not only accommodates employers’ interest in flexibilization, but that it also makes it possible to reconcile work with a family life that involves high levels of responsibility.

This is the first study which examines whether telework is either a resource that reduces or a demand that promotes work–family conflict by focusing on whether this depends on perceived workplace culture.

In initial teacher education (ITE) there is interest in developing the use of lesson study as it is seen as a positive tool for aiding student-teachers in developing their pedagogic understanding and practice. However, there are often concerns about the potential sustainability of lesson study in teacher preparation programmes which are already very intensive, requiring a great deal of work from school-based mentors and university tutors as well as student-teachers. This intensity leads to a number of competing priorities and a belief that the time taken to complete lesson study projects is not sustainable in the long term. In this chapter the author discusses how a consideration of the complex nature of time can help reframe the issues of sustainability of lesson study projects in ITE contexts. A number of studies from the literature are used to exemplify how a consideration of how the amount of time needed to complete a project and the rhythms of the school year, can lead to the use of different approaches to lesson study which are sensitive to the timescapes of any given context.

This article discusses how the concepts of exploration and exploitation are fruitful for understanding individual fantasies of escape from the demands of contemporary workplaces. We examine one influential articulation of such fantasies, namely the best-selling self-help book “The 4-Hour Workweek.” This book advocates that individuals outsource the bulk of the routine (“exploitation”) tasks of their lives, leaving themselves free for creativity, play, and leisure (“exploration”). In this way, a radical separation of exploitation and exploration at the individual level is proposed. We examine the meanings and contradictions of such ideas by discussing how they may function as powerful escape fantasies for those facing corporate overwork. However, we argue that the solution proposed is unsatisfactory because of its individualism, which fails to see the inherently social nature of work and life.

Using a critical employment relations approach, the chapter illustrates the implications of labour market reforms for workers. It traces changes in public policy and includes worker reflections on their conditions from data collected during 2018–2019. It unravels the antagonistic and conflict-driven elements of the employment relationship; a relationship that has been re-shaped by the active role of the State whose intervention favoured the employers' side at the expense of employees' interests. In addition, to shed light on the effects of the pandemic that broke out in February–March 2020, the chapter also draws upon secondary data such as newspaper articles and reports, as access to workers during the pandemic was practically difficult while the latter is still evolving. The chapter concludes by demonstrating that the crisis and labour market reforms was an opportunity for employers to introduce and implement a cost-cutting agenda that was in clear conflict with basic facets of a decent work agenda.