Skip to main content Accessibility help
×
Hostname: page-component-7bb8b95d7b-qxsvm Total loading time: 0 Render date: 2024-09-05T13:24:40.618Z Has data issue: false hasContentIssue false

11 - Labour market segments re-examined

Published online by Cambridge University Press:  23 November 2009

Steven Albert
Affiliation:
The Open University, Milton Keynes
Keith Bradley
Affiliation:
The Open University, Milton Keynes
Get access

Summary

And to live in agreement with a theory for any length of time is like what Americans call a common-law marriage; you and it are wedded by habit and repute. A man wedded to a system is less and less able to apprehend contradictory realities. He becomes like the dogs and pigs people in the South of France specialize to hunt truffles; he can at last discover his system at the merest hint of evidence, and all that does not countenance it ceases to interest him, ceases to exist for him; he thrusts past it heedlessly, scornfully.

H. G. Wells, The World of William Clissold, vol. 1

In certain instances experts have voluntarily and abruptly left their employment and used a series of at-will contracts to establish alternative employment. Sometimes this shift has resulted in enlarged networks, knowledge enhancement, increased discretion over work and greater job opportunities for the individual. In essence it constitutes new forms of work which are different from the segments of work described by labour market theorists. For this reason we need to re-evaluate some of the traditional labour market concepts.

Conventional labour market theorists tend to argue that people employed full-time for life in large corporations are ‘advantaged’ while people employed in atypical (part-time, temporary, etc.) employment who use agencies to secure work tend to be ‘disadvantaged’ We question this and suggest that a life-time commitment to a company might not be so highly regarded by experts who voluntarily seek employment through a series of at-will contracts. People who choose this form of employment tend to assign greater weight to greater control over their work and personal development.

Type
Chapter
Information
Managing Knowledge
Experts, Agencies and Organisations
, pp. 152 - 159
Publisher: Cambridge University Press
Print publication year: 1997

Access options

Get access to the full version of this content by using one of the access options below. (Log in options will check for institutional or personal access. Content may require purchase if you do not have access.)

Save book to Kindle

To save this book to your Kindle, first ensure coreplatform@cambridge.org is added to your Approved Personal Document E-mail List under your Personal Document Settings on the Manage Your Content and Devices page of your Amazon account. Then enter the ‘name’ part of your Kindle email address below. Find out more about saving to your Kindle.

Note you can select to save to either the @free.kindle.com or @kindle.com variations. ‘@free.kindle.com’ emails are free but can only be saved to your device when it is connected to wi-fi. ‘@kindle.com’ emails can be delivered even when you are not connected to wi-fi, but note that service fees apply.

Find out more about the Kindle Personal Document Service.

Available formats
×

Save book to Dropbox

To save content items to your account, please confirm that you agree to abide by our usage policies. If this is the first time you use this feature, you will be asked to authorise Cambridge Core to connect with your account. Find out more about saving content to Dropbox.

Available formats
×

Save book to Google Drive

To save content items to your account, please confirm that you agree to abide by our usage policies. If this is the first time you use this feature, you will be asked to authorise Cambridge Core to connect with your account. Find out more about saving content to Google Drive.

Available formats
×