The new workplace handbook : a guide to the human impact of modern technologies and working practices

"Just-in-time", "total quality management", "lean manufacturing", "call centres", "team work", "empowerment" - most people in business have heard these buzz words, often offered as a panacea to all profit ills. So why don't they always work? Can you combine them anyhow? If not, why not? The New Workplace Handbook is a comprehensive guide to the evidence available on how modern working practices and technology affect the people in organizations. Within a broad psychological framework, leading experts examine how people work, their experience of work, the impact on productivity and performance and the human resource implications. Guidance is offered on a range of different methods, tools and practices that can be used to guide the design and implementation of modern working practices to ensure that pitfalls are avoided and the best possible results are obtained from new initiatives. Indispensable for consultants, this Handbook will also be useful for students and scholars in the psychology of business, human resource professionals and anyone involved in the management of new working practices. Introduction, Introduction, -- David Holman and Stephen Wood Introduction, -- David Holman and Stephen Wood -- Rick Delbridge Introduction, -- David Holman and Stephen Wood -- Rick Delbridge -- Richard Cooney and Amrik Sohal Introduction, -- David Holman and Stephen Wood -- Rick Delbridge -- Richard Cooney and Amrik Sohal -- Bradley Chase and Waldemar Karwowski Introduction, -- David Holman and Stephen Wood -- Rick Delbridge -- Richard Cooney and Amrik Sohal -- Bradley Chase and Waldemar Karwowski -- Máire Kerrin and Belén Icasati-Johanson Introduction, -- David Holman and Stephen Wood -- Rick Delbridge -- Richard Cooney and Amrik Sohal -- Bradley Chase and Waldemar Karwowski -- Máire Kerrin and Belén Icasati-Johanson -- John Cordery Introduction, -- David Holman and Stephen Wood -- Rick Delbridge -- Richard Cooney and Amrik Sohal -- Bradley Chase and Waldemar Karwowski -- Máire Kerrin and Belén Icasati-Johanson -- John Cordery -- David Holman Introduction, -- David Holman and Stephen Wood -- Rick Delbridge -- Richard Cooney and Amrik Sohal -- Bradley Chase and Waldemar Karwowski -- Máire Kerrin and Belén Icasati-Johanson -- John Cordery -- David Holman -- Harry Scarbrough Introduction,-- David Holman and Stephen Wood-- Rick Delbridge-- Richard Cooney and Amrik Sohal-- Bradley Chase and Waldemar Karwowski-- Máire Kerrin and Belén Icasati-Johanson-- John Cordery-- David Holman-- Harry Scarbrough-- George S. Benson and Edward E. Lawler III Kerry L. Unsworth and Sharon K. Parker Kerry L. Unsworth and Sharon K. Parker -- David Lamond, Kevin Daniels and Peter Standen Kerry L. Unsworth and Sharon K. Parker -- David Lamond, Kevin Daniels and Peter Standen -- Robert D. Pritchard and Stephanie C. Payne Kerry L. Unsworth and Sharon K. Parker -- David Lamond, Kevin Daniels and Peter Standen -- Robert D. Pritchard and Stephanie C. Payne -- Chris W. Clegg, Belén Icasati-Johanson and Stuart Bennett Kerry L. Unsworth and Sharon K. Parker -- David Lamond, Kevin Daniels and Peter Standen -- Robert D. Pritchard and Stephanie C. Payne -- Chris W. Clegg, Belén Icasati-Johanson and Stuart Bennett -- Stephen Wood Kerry L. Unsworth and Sharon K. Parker -- David Lamond, Kevin Daniels and Peter Standen -- Robert D. Pritchard and Stephanie C. Payne -- Chris W. Clegg, Belén Icasati-Johanson and Stuart Bennett -- Stephen Wood -- Rosemary Batt and Virginia Doellgast Kerry L. Unsworth and Sharon K. Parker -- David Lamond, Kevin Daniels and Peter Standen -- Robert D. Pritchard and Stephanie C. Payne -- Chris W. Clegg, Belén Icasati-Johanson and Stuart Bennett -- Stephen Wood -- Rosemary Batt and Virginia Doellgast -- Patrick M. Wright and Timothy M. Gardner Kerry L. Unsworth and Sharon K. Parker -- David Lamond, Kevin Daniels and Peter Standen -- Robert D. Pritchard and Stephanie C. Payne -- Chris W. Clegg, Belén Icasati-Johanson and Stuart Bennett -- Stephen Wood -- Rosemary Batt and Virginia Doellgast -- Patrick M. Wright and Timothy M. Gardner -- Enid Mumford and Carolyn Axtell Kerry L. Unsworth and Sharon K. Parker -- David Lamond, Kevin Daniels and Peter Standen -- Robert D. Pritchard and Stephanie C. Payne -- Chris W. Clegg, Belén Icasati-Johanson and Stuart Bennett -- Stephen Wood -- Rosemary Batt and Virginia Doellgast -- Patrick M. Wright and Timothy M. Gardner -- Enid Mumford and Carolyn Axtell -- Sabine Sonnentag Kerry L. Unsworth and Sharon K. Parker -- David Lamond, Kevin Daniels and Peter Standen -- Robert D. Pritchard and Stephanie C. Payne -- Chris W. Clegg, Belén Icasati-Johanson and Stuart Bennett -- Stephen Wood -- Rosemary Batt and Virginia Doellgast -- Patrick M. Wright and Timothy M. Gardner -- Enid Mumford and Carolyn Axtell -- Sabine Sonnentag -- Paul Sparrow Kerry L. Unsworth and Sharon K. Parker -- David Lamond, Kevin Daniels and Peter Standen -- Robert D. Pritchard and Stephanie C. Payne -- Chris W. Clegg, Belén Icasati-Johanson and Stuart Bennett -- Stephen Wood -- Rosemary Batt and Virginia Doellgast -- Patrick M. Wright and Timothy M. Gardner -- Enid Mumford and Carolyn Axtell -- Sabine Sonnentag -- Paul Sparrow -- Karen Legge Kerry L. Unsworth and Sharon K. Parker-- David Lamond, Kevin Daniels and Peter Standen-- Robert D. Pritchard and Stephanie C. Payne-- Chris W. Clegg, Belén Icasati-Johanson and Stuart Bennett-- Stephen Wood-- Rosemary Batt and Virginia Doellgast-- Patrick M. Wright and Timothy M. Gardner-- Enid Mumford and Carolyn Axtell-- Sabine Sonnentag-- Paul Sparrow-- Karen Legge-- David Holman, Toby D. Wall and Ann Howard

"Just-in-time", "total quality management", "lean manufacturing", "call centres", "team work", "empowerment" - most people inbusiness have heard these buzz words, often offered as a panacea toall profit ills. So why don't they always work? Can you combinethem anyhow? If not, why not? The New Workplace Handbook is a comprehensive guide to theevidence available on how modern working practices and technologyaffect the people in organizations. Within a broad psychologicalframework, leading experts examine how people work, theirexperience of work, the impact on productivity and performance andthe human resource implications. Guidance is offered on a range ofdifferent methods, tools and practices that can be used to guidethe design and implementation of modern working practices to ensurethat pitfalls are avoided and the best possible results areobtained from new initiatives. Indispensable for consultants, this Handbook will also be usefulfor students and scholars in the psychology of business, humanresource professionals and anyone involved in the management of newworking practices.

"Provides an up-to-date assessment of research into the human effects of new working practices, including team-working, call centres, virtual organizations and supply chain partnering. The impact on productivity and performance is considered in detail in a later section, while the final sections give guidance on a range of methods and tools for evaluating the social and psychological effects, as well as looking to the future"--Publisher's description This book addresses the fundamental concepts of workplace psychology, examines the substantial research done on the conditions in which modern working practices are most effective, and reviews and evaluates the methods, tools, and principles that are used to guide the design, implementation, and evaluation of modern working practices. Modern working practices and technologies are typically implemented because they have a significant capacity to shape the nature of work and its effect on individuals' behavior.