Population, Pyramids and Promotional Prospects

Foot, David K.; Venne, Rosemary A.

doi:10.2307/3550854

Cited by 15 publications

(8 citation statements)

References 5 publications

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“…Such writers argued that, as the traditional, hierarchical, multi‐layered structure is being replaced by a flatter, more flexible organization, a new set of mutual expectations emerge in the workplace. It was predicted that career blocking and plateauing would be significant problems during the transition processes (Dunford and Heiler, 1994; Foot and Venne, 1990, p. 393).…”

Section: A Delayering Thesismentioning

confidence: 99%

The Dynamics of Delayering: Changing Management Structures in Three Countries*

Littler

Wiesner

Dunford

2003

J Management Studies

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 The 1990s witnessed significant changes in organizational design philosophy. Unique to the 1990s were prescriptions for restructuring involving delayering (the planned vertical compression of managerial levels of hierarchy) (Keuning and Opheij, 1994;Peters, 1992). What did this mean in practice? The current understanding of delayering can be encapsulated in a 'delayering thesis'. However, outside of the USA and UK there has been limited study and measurement of the extent and effects of delayering. This paper delineates trends in delayering based on surveys of 2964 organizations across three countries and assesses the effects in terms of management structures, workloads, productivity, and the notion of 'survivor syndrome'. The extent of a subsequent phase of 'relayering' is examined. It concludes that delayering has been widespread as an organizational strategy; that there are few signs of a delayering-relayering cycle, but the effects in relation to managers was a collapse of commitment in Australia and South Africa. However, there were significant differences in New Zealand. A downsizing/delayering model is discussed.

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Section: A Delayering Thesismentioning

confidence: 99%

The Dynamics of Delayering: Changing Management Structures in Three Countries*

Littler

Wiesner

Dunford

2003

J Management Studies

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“…This is because role conflicts create expectations that may be hard to reconcile. Previous scholars (for instance, Foot and Venne 1990;Rahim 1996) discovered a positive relationship between barriers to career advancement and job stress. When employees perceived a lack of career opportunities, they are likely to feel uncertain about their future in the organization, which in turn, are likely to induce stress.…”

Section: Review Of Literature Organizational Sources Of Stressmentioning

confidence: 99%

ORGANIZATIONAL AND PERSONALITY EFFECTS ON MANAGERS’ JOB STRESS: Is It Different for Malaysian Men and Women?

Nasurdin¹,

Ramayah²,

Kumaresan³

2004

GADJAH MADA INT. J. BUS.

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The purpose of this paper is to determine the influence of organizational variables (conflict, blocked career, alienation, work overload, and unfavorable work environment) and personality variables (neuroticism, extraversion, openness, agreeableness, and conscientiousness) on job stress among managers working in the electronics sector in 4Malaysia and whether this relationship varies according to their gender. Analyses of 285 responses using hierarchical regression revealed that four of five organizational variables (blocked career, alienation, work overload, and conflict) had significant positive effects on job stress. In terms of the personality traits, neuroticism and conscientiousness were found to be significantly and positively related to stress. Extraversion and agreeableness, on the other hand, had significant negative effects on job stress. Gender was found to moderate the effects of all the independent variables on job stress at the 0.01 level. Implications for managerial practice and future research are discussed.

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“…This last career concept is characterized by youth, part-time, and the temporary workforce (e.g., contract work or contingent workforce). These latter two concepts have become more commonplace during the 1980s and 1990s in North America as the postwar economic boom ended and a less buoyant economy took its place resulting in more varied career patterns (see Foot & Venne, 1990).…”

Section: Demographic Perspectivementioning

confidence: 99%

“…Early boomers may have faced conditions similar to the Depression/wartime busters immediately preceding them, while middle and later boomers faced more generational crowding and a less favourable economic climate when they entered the labour force. Canada did a good job of absorbing most of the boomers (coupled with rising female labour force participation rates), especially the mid to early boomers, into their labour force (see Foot & Venne, 1990). Generally, baby bust generations do well in their careers and earnings because they face less competition from fellow busters (see Berger, 1989;Weeks, 1994).…”

Section: Career Patternsmentioning

confidence: 99%

Population Aging in Canada and Japan: Implications for Labour Force and Career Patterns

Venne

2001

Can J Adm Sci

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The scenario of population aging in developed countries has been discussed mainly in terms of spiralling pension and health care costs. With below‐replacement‐level fertility rates in most of the developed world, many countries face a stagnant or slow growing labour supply. During the late 1980s in North America, business writers were warning of the coming labour force shortage as the baby bust cohort began to enter the labour force. Despite a slower growing labour force throughout the 1990s, the matter of shortages was a non‐issue for Canada during the early 1990s recession with slow growing labour demand during most of the decade. Thus, demand for labour, though difficult to predict, is an important factor that will affect the aging labour force. Another factor is that of career patterns. In North America, career patterns of the immediate three postwar decades (lifelong linear careers) are giving way to more varied career patterns with delayering, rising credentialism, and lifelong learning as issues that are confronting both employers and employees. This paper examines labour force and career pattern issues with respect to Canada and Japan. Comparisons are drawn between demographic patterns and career patterns of the two countries. Résumé On a discuté du scénario du vieillissement de la population dans les pays développés principalement par rapport à la montée enfièvre des coûts de pension ainsi que ceux associés aux soins de santé. Avec des taux defécon‐dité inférieurs au seuil de renouvellement des générations dans la plupart des pays en voie de développement, plusieurs pays font face à une croissance ralentie ou stagnante de l'off re de main‐d'oeuvre. Vers la fin des années 1980 en Amérique du Nord, les chroniqueurs en affaires nous allertaient à la «penurie de main‐d'oeuvre» quand la génération issue de l'effrondre‐ment de la natalité rentrerait sur le marché du travail. Malgré la croissance ralentie de l'offre de main‐d'oeuvre durant les années 1990, la question de penurie ne figurait pas au Canada pendant la recession au début des années 1990 car la demande de main‐d'oeuvre était ralentie pendant la plupart de la décennie. Donc, la demande de main‐d'oeuvre, bien que difficile à prédire, est unfacteur important influant sur une main‐d'oeuvre vieillissante. Un autre facteur est celui de l'orientation des carrières. En Amérique du Nord, l'orientation des carrières des trois décennies d'après‐guerre (carrières linéaires continues) cèdent le passage à une orientation des carrières plus variée entraînant des questions de déstratification, diplômanie accroissante, et formation permanente affrontant les employés et les employeurs.

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Population, Pyramids and Promotional Prospects

Cited by 15 publications

References 5 publications

The Dynamics of Delayering: Changing Management Structures in Three Countries*

The Dynamics of Delayering: Changing Management Structures in Three Countries*

ORGANIZATIONAL AND PERSONALITY EFFECTS ON MANAGERS’ JOB STRESS: Is It Different for Malaysian Men and Women?

Population Aging in Canada and Japan: Implications for Labour Force and Career Patterns

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