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The Changing World of Work - Coggle Diagram
The Changing World of Work
Modern occupational and work-related hazards - DTMOB
Downsizing and restructuring organisations
Decreases job security, morale, loyalty
Overwork and sickness
Technology
IT/information overflow - high cognitive demand
Constant accessibility - worse WLB
Man-machine system
AI - ethical concerns and practice
Open office concepts
More interaction, but reduced privacy
Blurred work boundaries
Accessibility, telework - home interferences
Contemporary changes
Globalisation and competition
ICT and tech
Workforce demographics
Women, dual-income families, migrant workers
Diversity and inclusion
Organisational emphasis
Structure, output, micromanagement --> productivity, flexibility, wellbeing, development, etc.
Increase in knowledge-based employment
More flexible and collaborative work
More commitment and engagement from orgs needed to retain staff
Work characteristics
Downsizing/restructuring, contract/gig work, info overload, job insecurity
Telework
Benefits
More productivity and flexibility, less absenteeism
Drawbacks
Less work interruptions
Increased exposure to risk factors
Decreased visibility of effort
Success factors
Worker factors - adequate skills, social support, self-management
Employer factors - management based on trust and results, supportive social climate, possibilities for alternative telework arrangements
Implications for wellbeing - SISAV
Stress
Less commute, more control, preferred env
Isolation
Split home/office time and space, establish teleworker networks
Support
Social and technical support
Phone support, match company IT equipment
Accessibility
Less escape from work
Introduce an 'end of day' activity
Visibility
Overlooked for promotions
Regular office visits to maintain a profile
Implications for HR management - DANK
Decentralisation of decision-making power
Flattening of corporate structure
'Command and control' --> 'Coordinate and cultivate'
Ageing workforce
Delayed retirement age
HRM policies to entice/maintain older staff
Support cognitive limits and replace obsolete skills - e.g. flexiwork, retraining, rewards/benefits
Ensure respect and dignity of older staff - relational justice
Mentorship programs - transfer of knowledge
Net generation
Preference for flattened corporate structures; less patience for social climb
Tendency to change jobs quickly - resources for recruitment and retention
Use tech to enhance efficiency - learn quickly
Knowledge-workers
Indvs who apply specialised knowledge for products and services
Typically autonomous, and constantly update knowledge
Prefer a new style of management - emphasise measuring and improving performance without strict instruction
Keys to managing a global workforce - DDT
Successful deployment
Delegation of skill, regardless of region
Knowledge and innovation dissemination
Spreading modern practices, regardless of origin
Talent identification and development
Identifying who functions well in global organisations, and developing such skills