By Tim Baker (auth.)
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Extra info for Attracting and Retaining Talent: Becoming an Employer of Choice
This creates a paradox. Employees who are not given responsibility tend to shirk responsibility and therefore never become responsible. The fewer people who take on responsibility, the greater the burden of responsibility that falls on the shoulders of the manager. However, in reality, managers can disappoint and workers can surprise others by their initiative and enterprise. Against a backdrop of a less predictable and stable marketplace, the answer to resolving this dilemma would seem to be fairly obvious.
At any rate, the situation wouldn’t be pleasant for anyone, including the person doing the firing. This scenario was precisely what happened to lots of people in the mid to late 1980s. The workplace revolution was underway. Its genesis was massive layoffs across all industries. A. 41. 27 The New World of Work severe in large corporate enterprises. The majority of these sackings occurred to layers of middle managers. This wholesale clear-out led to a violation of trust between employee and employer.
Employers were keen to cut costs and the “overhead” of labor was where savings could be made. The result was that a stratum of mid-level employees was ripped out of the organizational structure across most industry groups. This state of affairs was the beginning of the end for the traditional employment relationship as we have come to know it. Globalization then accelerated the movement away from the values of the traditional employment relationship (discussed in Chapter 1). What is the workplace revolution?
Attracting and Retaining Talent: Becoming an Employer of Choice by Tim Baker (auth.)