The authors examine recent innovations in manufacturing technologies, techniques and philosophies and how these affect work design, research and practice. They also look at wider trends in manufacturing and elsewhere, such as teleworking, downsizing, the development of a contingent workforce and the changing composition of the workforce. The volume describes how the redesign of work has implications for wider organizational systems such as human resource and information systems, as well as implications for multiple stakeholders, for example: supervisors, support staff, management and unions. In addition, it suggests ways to effectively manage the process of work redesign, including the key stages involved in redesigning work, some useful tools and methods, and the critical role of a change agent. In conclusion, the book draws together arguments regarding the past and future of work design theory and practice.
|Setting the Scene|
|Wider Organizational Considerations|
|Managing the Change Process|