Precarious work is increasingly considered the new 'norm' to which employment and social protection systems must adjust. This article explores the contradictions and tensions that arise from different processes of normalisation driven by social policies that simultaneously decommodify and recommodify labour. An expanded framework of decommodification is presented that identifies how the standard employment relationship (SER) may be extended and flexibilised to include those in precarious work, drawing examples from a recent study of precarious work across six European countries. These decommodification processes are found to be both partial and, in some cases, coexisting with activation policies that position precarious work as an alternative to unemployment, thereby recommodifying labour. Despite these challenges and contradictions, the article argues that a new vision of SER reform promises greater inclusion than alternative policy scenarios that give up on the regulation of employers and rely on state subsidies to mitigate against precariousness.

In earlier work (Rubery, 1988), the extent to which women might act as a flexible reserve over the business cycle was argued to depend on three main factors: the pattern of gender segregation and its relationship to employment change; women's commitment to labour market participation; and state policy and support for women's employment. This article revisits these factors in the context of the 2008/9 recession and the follow-on austerity policy to explore how gender segregation is associated with employment change by gender, how far reduced demand is influencing women's labour market participation, and the implications of changes in public policy associated with austerity and reduced labour demand for women's future employment position.

This paper draws upon new research in the UK into the relationship between changing organizational forms and the reshaping of work in order to consider the changing nature of the employment relationship. The development of more complex organizational forms -such as cross organization networking, partnerships, alliances, use of external agencies for core as well as peripheral activities, multi-employer sites and the blurring of public/private sector divide -has implications for both the legal and the socially constituted nature of the employment relationship. The notion of a clearly defined employer-employee relationship becomes difficult to uphold under conditions where employees are working in project teams or on-site beside employees from other organizations, where responsibilities for performance and for health and safety are not clearly defined, or involve more than one organization. This blurring of the relationship affects not only legal responsibilities, grievance and disciplinary issues and the extent of transparency and equity in employment conditions, but also the definition, constitution and implementation of the employment contract defined in psychological and social terms. Do employees perceive their responsibilities at work to lie with the direct employer or with the wider enterprise or network organization? And do these perceptions affect, for example, how work is managed and carried out and how far learning and incremental knowledge at work is integrated in the development of the production or service process? So far the investigation of both conflicts and complementarities in the workplace have focused primarily on the dynamic interactions between the single employer and that organization's employees. The development of simultaneously more fragmented and more Address for reprints: Mick Marchington, Manchester School of Management,

Temporary jobs account for an increasing proportion of new engagements in the UK labour market, with temporary work agencies or 'labour market intermediaries' occupying a central role in the regulation of entry into some organisations. Such evolving arrangements have been found to have their contradictions, even for the host organisation. This article explores the internal and external pressures to use a temporary work agency as a means of recruiting labour at host organisations. It considers some of the HRM issues that stem from the use of such workers, including the tendency to devolve HRM to the managers of such agencies operating within the host organisation. Central to this article is a consideration of the potential sustainability of organisations' use of temporary agency workers, engaging with this concern from the perspective of organisational cost‐effectiveness.

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