Flexible firm john atkinson 1984 subcontracting

Besides, there is another major complication of dual status. We have called these Type II firms and we hold them to be in transition toward functional flexibility. Our work is, however, subject to a number of limitations, which require some comment.

numerical flexibility

Staffing strategies: organizational differences in the use of temporary employment. Pfeffer, J. The company was founded by the grandfather of John M. Flexibility in work: Flexibility in work refers to flexibility within the firm or within the production process.

Thus, Type I firms are the most likely to resort to this strategy OECD The psychology of lean production. Money 1. Lautsch, B. Atkinson, J.

temporal flexibility

Assuming this grouping of four factors summarizes the underlying design principles of functional flexibility; we obtained weighted scores for each factor and proceeded to identify groups of firms using each of the four main design principles in a differential manner.

Three Flexibilities In addition to his core and peripheral groups, Atkinson also identified three different forms of flexibility within an organisation.

Advantages of flexible firm model

This man, John Hancock, is one of those extraordinary men that stand out. Piore, M. Psicothema, 16 2 , Originally proposed by Jon Atkinson of the Institute of Manpower Studies, in , it is based on the principle of segmenting the workforce into core and peripheral groups. Dystopia is characterized by an authoritarian and totalitarian regime that oppresses Secondly, it is important to consider the various departments of a firm and examine the extent to which different measures might be taken to maximize the flexibility of the organization. Many of these principles originated in Japan but have been Employee interest has far outstripped expectation: 45 per cent of employees participate every year; 70 per cent have participated in total. The most popular courses have been modern languages, technical skills bricklaying, computers, automobile repair and personal health and fitness. Womack, J. Industrial and Labor Relations Review, 52, In summary, experiential research continuously comes to the conclusion that the flexible firm model itself is not enough to explain the changes that have constantly taken place and been observed in organisations Proctor et al. Gerwin, D. Taking as a reference the data base marketed by Edicom B2B, a Telecyl Group undertaking, we selected a random sample of 6, firms in the Madrid Region Spain using a random quota sampling method based on the size of the firm.
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Human Resources Management T 9 Flexibility and empowerment