000			03530cam a2200385Mi 4500
001			ocn878139333
003			OCoLC
005			20240726105436.0
008			140320t20142014maua ob 001 0 eng d
040			_aE7B _beng _erda _epn _cE7B _dOCLCO _dNT _dYDXCP _dJSTOR _dEBLCP _dDEBSZ _dOCLCQ _dN15 _dOCLCF _dICA _dCOO _dAGLDB _dOCLCQ _dMOR _dPIFAG _dZCU _dMERUC _dOCLCQ _dSAV _dIOG _dDEGRU _dU3W _dEZ9 _dOCLCQ _dUUM _dSTF _dVNS _dOCLCQ _dVTS _dNRAMU _dMUO _dCRU _dICG _dOCLCQ _dINT _dVT2 _dOCLCQ _dWYU _dTKN _dOCLCQ _dYDX
043			_an-us---
050	0	4	_aHD8066 _b.F577 2014
049			_aMAIN
100	1		_aWeil, David, _d1961- _e1
245	1	0	_aThe fissured workplace : _bwhy work became so bad for so many and what can be done to improve it / _cDavid Weil.
260			_aCambridge, Massachusetts ; _aLondon, England : _bHarvard University Press, _c(c)2014.
300			_a1 online resource (421 pages) : _billustrations, tables
336			_atext _btxt _2rdacontent
337			_acomputer _bc _2rdamedia
338			_aonline resource _bcr _2rdacarrier
347			_adata file _2rda
504			_a2
505	0	0	_tFrontmatter -- _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.
530			_a2 _ub
520	0		_aFor much of 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 conditions, and ever-widening income inequality. From the perspectives of CEOs and investors, fissuring - splitting off functions that were once managed internally - has been a phenomenally successful business strategy, allowing companies to become more streamlined and drive down costs. Despite giving up direct control to subcontractors, vendors, and franchises, these large companies have figured out how to maintain quality standards and protect the reputation of the brand. They produce brand-name products and services without the cost of maintaining an expensive workforce. But from the perspective of workers, this lucrative strategy has meant stagnation in wages and benefits and a lower standard of living - if they are fortunate enough to have a job at all. Weil proposes ways to modernize regulatory policies and laws so that employers can meet their obligations to workers while allowing companies to keep the beneficial aspects of this innovative business strategy. --
650		0	_aLabor _zUnited States.
650		0	_aIndustrial relations _zUnited States.
650		0	_aManpower planning _zUnited States.
650		0	_aQuality of work life _zUnited States.
655		1	_aElectronic Books.
856	4	0	_uhttps://search.ebscohost.com/login.aspx?direct=true&scope=site&db=nlebk&db=nlabk&AN=660130&site=eds-live&custid=s3260518 _zClick to access digital title | log in using your CIU ID number and my.ciu.edu password
942			_cOB _D _eEB _hHD _m2014 _QOL _R _x _8NFIC _2LOC
994			_a92 _bNT
999			_c100453 _d100453
902			_a1 _bCynthia Snell _c1 _dCynthia Snell