Employment Relationships: New Models of White-Collar Work (Cambridge Companions to Management)

Cover......Page 1
Half-title......Page 3
Series-title......Page 4
Title......Page 5
Copyright......Page 6
Contents......Page 7
Figures......Page 8
Tables......Page 10
Contributors......Page 12
Foreword......Page 13
The context of new models of white-collar work......Page 15
Models of talent forecasting......Page 16
Collapse of the old models......Page 19
The era of downsizing......Page 21
Reengineering to shed talent......Page 24
Outside hiring......Page 25
At the executive level......Page 26
At entry and lower levels......Page 29
Online job search......Page 31
Trends in tenure......Page 34
The role of compensation and benefits......Page 37
New models of white-collar work......Page 39
References......Page 41
Introduction......Page 45
Managerial careers in the context of corporate restructuring......Page 48
The study......Page 49
Data set......Page 50
Independent variables......Page 51
Methods......Page 53
Descriptive statistics......Page 54
Employment separation rates......Page 57
Type of employment separation......Page 63
Job structure......Page 65
Hiring conditions......Page 67
Promotion rates......Page 68
Gender......Page 71
Summary......Page 73
Discussion and conclusions......Page 74
References......Page 76
The ‘‘up’’ side of the story......Page 79
The ‘‘out’’ side of the story......Page 80
Approaching the topic......Page 82
Preference and utility......Page 83
Statistical discrimination......Page 84
Data......Page 86
Promotions......Page 88
Separations......Page 89
Supply-side variables......Page 91
Tenure......Page 92
Age and education......Page 93
Performance rating......Page 94
Demand-side variables......Page 95
Job level......Page 96
Race/gender composition......Page 97
Base pay......Page 98
Incentives to stay: promotion......Page 99
Incentives to stay: employee stock options......Page 100
Empirical results: promotions......Page 101
Empirical results: separations......Page 109
Reason-specific probit models......Page 114
Conclusions......Page 115
Appendix 3.1 Categorization of separation reasons......Page 121
References......Page 122
Competing demands......Page 126
Are call centers the factory floors of the future?......Page 128
Inbound/outbound......Page 130
Sales/service......Page 131
Technology issues......Page 132
Market segmentation and ‘skill-based’ routing......Page 133
Pacing......Page 134
Monitoring and scripting......Page 136
The ‘‘supply side’’: knowledge and skills......Page 138
Interpersonal demands......Page 139
Customization versus conformity......Page 140
Authenticity versus faking......Page 141
Customers......Page 143
Supervisors......Page 145
Co-workers......Page 146
Conclusions and future directions......Page 147
Deep acting is the preferred emotional regulation strategy in call centers......Page 148
Negative customers are not always bad for workers......Page 149
Globalization of call centers will complicate call center work further......Page 150
References......Page 152
Introduction......Page 156
Defining triadic employment arrangements......Page 157
Toward an understanding of triadic employment arrangements......Page 161
Data and methods......Page 163
Study 1: the agency......Page 164
Study 3: organizational forms adopted by intermediaries......Page 167
Results: the impact of triadic interactions on employment outcomes......Page 168
Reinforcement......Page 169
Bridging and buffering: reinforcement between client–agency and client–worker ties......Page 170
Brokering the broker: reinforcement between worker–agency and worker–client ties......Page 172
A means to an end: reinforcement between agency–worker and agency–client ties......Page 174
Disintermediation: balancing between client–worker and agency–worker ties......Page 178
Bargaining and distancing: balancing between client–worker and client–agency ties......Page 182
Taking themselves out: balancing between agency–client and agency–worker ties......Page 185
Workers......Page 186
Intermediaries and clients......Page 187
References......Page 189
6 The changed world of large law firms and their lawyers: an opportune context for organizational researchers......Page 193
The changed identity of the large law firm......Page 196
Organizational identity and large law firms......Page 197
Size......Page 198
Leverage ratio......Page 199
Internationalization......Page 200
The relationship of the traditional professional model of partnership versus the business model to profits per partner......Page 201
Research implications......Page 203
Core/periphery model......Page 205
The ‘‘up or out’’ system in large law firms......Page 206
Variation in the management of lawyers in large law firms......Page 207
Research on the attitudinal effects of two-tier wage systems......Page 208
Research implications......Page 209
From exception to the rule to accepted fact......Page 211
The Cravath model and lateral partners as an exception to the rule......Page 212
Transition period......Page 213
First movers of change......Page 214
Current state of lateral partners......Page 216
The value of external acquisitions......Page 218
Research on the financial effects of M&As......Page 219
Views among managing partners and partners on the value of partner acquisitions......Page 220
The debate in strategic HRM on the value of acquiring external talent......Page 221
Toward a reconciliation: internal acquisition capabilities......Page 222
Selection......Page 223
Integration......Page 225
Research implications......Page 227
Conclusions......Page 228
References......Page 231
Introduction......Page 237
Who are professional service workers?......Page 238
Historical approach to professions and careers......Page 239
Contemporary developments in professions and careers......Page 241
Changes in professional organizations......Page 242
Concurrent changes in the professional workforce......Page 243
Field study: primary care physicians......Page 245
Methods......Page 247
Background: traditional physician careers and organizations......Page 248
True part-time clinician......Page 249
Clinician and administrator......Page 250
Clinician with alternative role......Page 251
Frequency and pattern of flexible career activities in HCO......Page 252
Reasons for, and importance of, career flexibility......Page 253
How does bureaucracy facilitate handoffs and, hence, career flexibility?......Page 255
Extending the model of bureaucracy, handoffs, and career flexibility to other industries......Page 257
Alternative models of career flexibility in professional service organizations......Page 258
Employees......Page 259
Organizations/employers......Page 260
Society......Page 261
Concluding remarks: implications for career theory......Page 262
References......Page 263
Index......Page 271