Changes in Workers, Work, and Organizations
Part Three. The Work Environment
Published Online: 15 APR 2003
Copyright © 2003 by John Wiley & Sons, Inc.
Handbook of Psychology
How to Cite
Cascio, W. F. 2003. Changes in Workers, Work, and Organizations. Handbook of Psychology. Three:16:399–422.
- Published Online: 15 APR 2003
Demographic changes and increasing cultural diversity in the workforce, globalization, the rapid advance of technological improvements, and the Internet are three broad changes that have combined to alter dramatically the characteristics, beliefs, and attitudes of workers over the past several decades. In addition, seamless webs of communications media enable virtual teams and various forms of telework arrangements to function effectively. Work anytime, anyplace is now a reality, as work and organizations have become global, with an emphasis on speed. This has led progressive organizations to develop new strategies for attracting and retaining talent. The chapter reviews a number of such strategies, and concludes that to be beneficiaries, rather than victims of such changes, organizations need to reexamine their human resource management systems—recruitment, staffing, performance management, training and development, compensation and reward systems—to ensure that they are attracting the kind of talent and encouraging the kinds of behavior that are consistent with their overall strategy. Likewise, individuals need to reexamine their assumptions and skill sets in order to retain their marketability. This implies commitment to lifelong learning and skill development, viewing diversity as an opportunity, and maintaining networks of contacts to tap for job leads as the need arises.
- modular organizations;
- psychological contract;