LEADER 03613nam 2200661 450 001 9910808861003321 005 20230629171917.0 010 $a0-674-72709-6 010 $a0-674-72612-X 024 7 $a10.4159/9780674726123 035 $a(CKB)3710000000092385 035 $a(EBL)3301409 035 $a(SSID)ssj0001133860 035 $a(PQKBManifestationID)11636079 035 $a(PQKBTitleCode)TC0001133860 035 $a(PQKBWorkID)11162837 035 $a(PQKB)10608725 035 $a(MiAaPQ)EBC3301409 035 $a(DE-B1597)460909 035 $a(OCoLC)878139333 035 $a(DE-B1597)9780674726123 035 $a(Au-PeEL)EBL3301409 035 $a(CaPaEBR)ebr10844271 035 $a(EXLCZ)993710000000092385 100 $a20140320h20142014 uy 0 101 0 $aeng 135 $aurnn#---|u||u 181 $ctxt 182 $cc 183 $acr 200 14$aThe fissured workplace $ewhy work became so bad for so many and what can be done to improve it /$fDavid Weil 205 $aPilot project. eBook available to selected US libraries only 210 1$aCambridge, Massachusetts ;$aLondon, England :$cHarvard University Press,$d2014. 210 4$dİ2014 215 $a1 online resource (392 p.) 300 $aDescription based upon print version of record. 311 0 $a0-674-72544-1 320 $aIncludes bibliographical references and index. 327 $tFront matter --$tContents --$tPart I. Vignettes from the Modern Workplace --$tPart II. The Forms and Consequences of the Fissured Workplace --$tPart III. Mending the Fissured Workplace --$tNotes --$tReferences --$tAcknowledgments --$tIndex 330 $aIn the twentieth century, large companies employing many workers formed the bedrock of the U.S. economy. Today, on the list of big business's priorities, sustaining the employer-worker relationship ranks far below building a devoted customer base and delivering value to investors. As David Weil's groundbreaking analysis shows, large corporations have shed their role as direct employers of the people responsible for their products, in favor of outsourcing work to small companies that compete fiercely with one another. The result has been declining wages, eroding benefits, inadequate health and safety protections, and ever-widening income inequality. From the perspectives of CEOs and investors, fissuring--splitting off functions that were once managed internally--has been phenomenally successful. Despite giving up direct control to subcontractors and franchises, these large companies have figured out how to maintain the quality of brand-name products and services, without the cost of maintaining an expensive workforce. But from the perspective of workers, this strategy has meant stagnation in wages and benefits and a lower standard of living. Weil proposes ways to modernize regulatory policies so that employers can meet their obligations to workers while allowing companies to keep the beneficial aspects of this business strategy. 606 $aLabor$zUnited States 606 $aIndustrial relations$zUnited States 606 $aManpower planning$zUnited States 606 $aQuality of work life$zUnited States 615 0$aLabor 615 0$aIndustrial relations 615 0$aManpower planning 615 0$aQuality of work life 676 $a331.20973 686 $aQV 578$2rvk 700 $aWeil$b David$f1961-$0872518 801 0$bMiAaPQ 801 1$bMiAaPQ 801 2$bMiAaPQ 906 $aBOOK 912 $a9910808861003321 996 $aThe fissured workplace$94078489 997 $aUNINA