Flexibility, Mobility and the Labour Market
“Flexibility, Mobility and the Labour Market” by George S. Callaghan, published by Taylor & Francis Group on November 27, 2018, offers an in-depth examination of the dynamics of the labor market. This edition spans 250 pages and is presented in English. The book explores the concept of labor market flexibility and worker mobility, questioning the practical implications of these ideas as discussed by politicians across the spectrum. It utilizes data from a large factory and office to analyze how non-competitive work groups and deeply held beliefs create barriers to simplistic definitions of flexibility and mobility.
Readers will find a thorough investigation into recruitment practices, the skills utilized in various jobs, and the perceptions surrounding different types of work and workers. The analysis is structured into three chapters, revealing how non-economic factors—such as institutional, social, historical, and political influences—shape distinct work cultures. The findings suggest that the defensive articulation of differences among work groups is indicative of a labor market climate characterized by fear, where the notion of flexibility often threatens the limited power and control that workers possess. This book contributes to the discourse on labor relations and the complexities of economic and social factors affecting the workforce.
Official synopsis Publisher
First published in 1997. Politicians of all shades argue that the labour market should be more flexible and workers more mobile. But what does this mean in reality? How flexible and mobile are workers likely to be? Is there an ideological base to the language of flexibility? These are some of the issues covered in this book. Data from a large factory and office is used to argue that the macro labour market consists of non-competitive work groups where strongly held views and values represent a substantial barrier to simplistic definitions of flexibility and mobility. The analysis takes place in three chapters, dealing with recruitment for work, skills used in work and perceptions of different types of work and workers. The findings suggest that non-economic forces (such as institutional, social, historical and political phenomena) strongly influence the creation of separate work cultures. Furthermore, it is argued that the reason for differences between work groups being articulated in a defensive fashion reflects the climate of fear in the labour market, where flexibility is associated with a loss of the (often limited) power, control and influence workers have over their position in the labour market.
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