Explore the vast range of titles available.

The world of work is rapidly changing. What then do 21st century workplaces look like, and what factors are supporting these workplace changes? Globalisation, financial and labour market deregulation, and rapid technological advances have accelerated workplace change and skill requirements. Organisations, for example, need to increasingly manage geographically diverse and technologically-mediated workplace relationships. Advances in artificial intelligence and automation are further questioning the future and nature of work itself.   This book identifies and examines the institutions, frameworks and technologies that are emerging to support these new work practices. It analyses changing work environments, entrepreneurial and self-employment strategies, global virtual labour markets and the impacts of data analytics and automation on work practices and skill sets. It is critical for governments, practitioners and academics to better understand how to harness the benefits and meet the challenges of these new organisational workplace practices. Further, it requires informed choices and decisions on the part of individuals, as they seek to log on to work in the 21st century.

The world of work is rapidly changing. What then do 21st century workplaces look like, and what factors are supporting these workplacechanges? Globalisation, financial and labour market deregulation, and rapid technological advances have accelerated workplace change and skillrequirements. Organisations, for example, need to increasingly managegeographically diverse and technologically-mediated workplace relationships.Advances in artificial intelligence and automation are further questioning thefuture and nature of work itself. This book identifies and examines theinstitutions, frameworks and technologies that are emerging to support thesenew work practices. It analyses changing work environments, entrepreneurial andself-employment strategies, global virtual labour markets and the impacts ofdata analytics and automation on work practices and skill sets. It is criticalfor governments, practitioners and academics to better understand how toharness the benefits and meet the challenges of these new organisationalworkplace practices. Further, it requires informed choices and decisions on thepart of individuals, as they seek to log on to work in the 21st century.

PurposeThis paper explores the experiences of non-English-speaking background (NESB) skilled employees working in Australian workplaces, their perceptions of managers' actions and how a lack of employee involvement and participation (EIP) practices and performance appraisal (PA) is perceived regarding career progression.Design/methodology/approachThis exploratory research project is based on 26 semi-structured interviews with skilled migrant NESB employees based in Australia. Social exchange theory (SET) and labour market segmentation theory (LMST) are applied to help explain macro- and micro-level influences on NESB employees and their relationships with their line managers and the workforce.FindingsParticipants perceived line managers to be highly communicative and approachable; however, they indicated how a lack of EIP in decision-making and in their PA affected career progression opportunities for NESB employees. While they were satisfied overall with their jobs, the research indicated a need for improved practices and support from the broader organisation in these two identified areas.Originality/valueThere is relatively little research on how the challenges of an increasingly diverse workforce are managed, particularly from NESB employees' perspective. Therefore, this research fills a gap concerning NESB employees' experience in Australian organisations.

Summary This study examines how the COVID-19 pandemic and ensuing university management control strategies have influenced higher education workers’ job security, stress and happiness. The primary quantitative and qualitative data are drawn from a survey of fourteen universities across Australia and Canada, supplemented by secondary research. The analysis examines institutional and worker responses to the pandemic, and resulting conflict over financial control at the macro (sector), meso (university) and micro (individual) levels. At the macro level, university responses were shaped by public policy decisions at both national and subnational layers of the state, and the higher education sector in both countries had a distinctly neoliberal form. However, Australian universities were exposed to greater financial pressure to cut job positions, and Australian university management might have been more inclined to do so than Canadian universities overall. Different institutional support for unionism at the macro level influenced how university staff were affected at the meso and micro levels. Restructuring at the universities across both countries negatively impacted job security and career prospects, in turn leading to reduced job satisfaction and increased stress. Although working from home was novel and liberating for many professional staff, it was a negative experience for many academic staff. Our analysis demonstrates that the experiences of university staff were influenced by more than the work arrangements implemented by universities during the COVID-19 pandemic. The approaches of universities to job protection, restructuring and engagement with staff through unions appeared to influence staff satisfaction, stress and happiness. Our findings extend the literature that documents how university staff routinely challenge neoliberalization processes in a variety of individual and collective actions, particularly in times of crisis. We argue that theorization of struggles over control of labour should be extended to account for struggles over control of finance. Abstract We studied 14 universities across Canada and Australia to examine how the COVID-19 crisis, mediated through management strategies and conflict over financial control in higher education, influenced workers’ job security and affective outcomes like stress and happiness. The countries differed in their institutional frameworks, their union density, their embeddedness in neoliberalism and their negotiation patterns. Management strategies also differed between universities. Employee outcomes were influenced by differences in union involvement. Labour cost reductions negotiated with unions could improve financial outcomes, but, even in a crisis, management might not be willing to forego absolute control over finance, and it was not the depth of the crisis that shaped management decisions.

This book provides practical guidance for policy makers, managers and workers trying to better understand the processes underpinning changing work environments and labour markets, while further developing academic perspectives and theoretical debate on the changing nature of work and workplaces in the 21st century