As noted by Gallie et al(1998) in their analysis of the outcome of their ‘employment in Britain’ research programme, while there have been shifts in the ways in which people are employed: ‘The evidence for a major change in the nature of the employment relationship was much less convincing.’ But they did note the following characteristics of employment as revealed by the survey:
● New forms of management, often based explicitly or implicitly on HRM principles and emphasizing individual contracts rather than collective bargaining.
● There was some increase in task discretion but there was no evidence of a significant decline in managerial control; indeed, in some important respects control was intensified.
● Supervisory activity was still important.
● Integrative forms of management policy were centred on non-manual employees.
● The great majority of employees continued to attach a high level of importance to the intrinsically motivating aspects of work.
● The higher the level of skill, the more people were involved with their work.
● The raising of skill levels and the granting of increased discretion to employers are key factors in improving the quality of work experience.
● High levels of commitment to the organization can reduce absenteeism and labour turnover but there was no evidence that organizational commitment ‘added anything over and above other organizational and task characteristics with regard to the quality of work performance’.
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