Charles Handy article on how to keep individuals active and fresh after their first career. He proposes fixed-term contracts, rather than tenure, as a way for people to gain more diverse career experiences. Handy begins the article discussing how promotions, percentage increases, and perks are no longer feasible in today’s professional world of mobility. Instead, Handy recommends that employees should be encouraged to do the same thing better, highlighting that profit-sharing and performance-related pay are becoming increasingly common in businesses as they move to flatter hierarchies. He proceeds to state that this is a favorable trend, which will result in higher pay coming from higher productivity and collective bargaining being confined to how rates are negotiated for different skill levels. In order to lessen the growth of boredom resulting from routine job tasks, Handy suggests that companies copy the Japanese model and implement horizontal fast-track, with youth switching from project to project and specialty to specialty in order to gain new skills and expertise. He then suggests that people may be seeing the end of the life-time career contract, instead having a choice of fixed-term contracts that are renewable and negotiable, leading to second careers “beyond the job.”
Handy, Charles B Contracts Labor contract Labor productivity Labor mobility Labor movement Organizational behavior Organizational change Organizational effectiveness Industrial productivity Denvir, Catherine Institute of Directors
Source
Charles Handy article on how to keep individuals active and fresh after their first career. Handy proposes fixed-term contracts, rather than tenure, as a way for people to gain more diverse career experiences, 1992; Charles Handy Papers; Box 20, Folder 5; 1 page
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