Job Insecurity and Work Intensification has been generated from the results of an ESRC funded research project. The aim of the research was “to examine the complex set of relationships through which macro economic pressures, such as the globalisation of products and capital markets, are passed via the workplace onto individuals and their families” (p. 1). The methodology included qualitative and quantitative techniques. One of the strengths of the methodology was that cross‐sectional interviews were carried out at senior management, line management and employee levels within the case study organisations. This allowed a deeper understanding of the micro level factors that influence responses to job insecurity and work intensification.
The chapters within the book reflect a number of different themes. Chapter 1 (Lapido and Wilkinson) provides an overview of the competitive pressures that can impact on organisations including: technological innovations, globalisation, the commercialisation of the public sector, stock markets, unemployment and the declining influence of trade unions. As such, the chapter is broad in scope, but does provide a useful framework for the text. The authors argue that the intensive exploitation of human resources is untenable, if the aim is to continue to produce higher productivity. The authors argue that the organisational costs of stress and insecurity feed negative organisational outcomes such as demotivation, sickness and absenteeism. They point out that the negative consequences of exploitation, especially in terms of reduced physical and psychological well being, are not reflected in company balance sheets. They conclude that job insecurity and work intensification have worrying implications for individuals, organisations and the wider society.
The remaining chapters focus on a number of specific issues. Chapter 2 (Hudson) examines employer responses to the demands for flexibility. The chapter highlights that organisations have pursued the goal of increased flexibility through numerical, temporal and functional formats and that this has been accompanied by much reorganisation of traditional working practices and attempts to change attitudes, values and culture. The reorganisation of working practices has inevitably led to downsizing and redundancies. Hudson concludes that while organisations have attempted to elicit commitment (for example, via employee involvement), the findings indicate widespread feelings of fear, distrust and alienation.
Chapter 3 (Burchell) examines the rise in job insecurity in the UK and the USA and then compares the results against other European Union member countries. The chapter begins by reflecting on the complexity of the term “job insecurity” and provides a working definition for the book, which was, “the subjective feelings about the risk of job losses as expressed by the employees themselves” (p. 62). The chapter argues that the perceptions about the likelihood of job loss can be exacerbated by fears about the consequences of such an event, for example, mid‐career respondents often feel more insecure than older or younger colleagues, due to factors such as large mortgage burdens. The chapter concludes that while it is difficult to make accurate comparisons, the evidence suggests that British workers have experienced higher levels of job intensification in the last ten years than other European counterparts and that this has worrying implications for individuals, families and could affect levels of motivation within organisations.
Chapter 4 (Hudson) focuses on issues surrounding rewards, promotion and careers. She too draws on evidence from the UK and the USA and suggests that many employees are not only anxious about losing their job, but also about the loss of promotion possibilities within flatter organisations and perceived inequalities in respect of rewards. In particular, she suggests that problematic issues can occur when employees perceive rewards to be unjust, or unfair. Hudson suggests that many employees have experienced an increase in work intensification (and in many cases had developed a wider range of skills), without concomitant increases in rewards. In addition, many felt that their working hours were excessive and that promotion opportunities were limited.
Chapter 5 (Wichert) explores the impact of job insecurity and work intensification on the psychological health and well being of employees. It reveals, for example, that employees working at high‐speed and/or to tight deadlines are more likely to suffer from conditions including headaches, stomach complaints, anxiety and insomnia. The chapter concludes that national and international evidence suggests that job insecurity and work intensification can lead to problems in terms and employees’ psychological health and well being. In particular, the specific research carried out by the team suggests that employees do not “get used to” job insecurity and work intensification. The research also suggests that the level of support from supervisors and co‐workers is an extremely important moderator. However, she acknowledges that further research is needed in order to understand the precise mechanisms which underpin effective support.
Chapter 6 (Nolan) explores the relationship between the stress that is created by work intensification and job insecurity and family life. She examines issues such as gender differences, spouse support and the presence of children. She also questions the viability of “family‐friendly” policies within the context of “intensified organisations”. The research results suggest that many employees were struggling to maintain good quality personal relationships when long working hours and job intensification was leaving individuals tired and exhausted. Nolan also raises the issue that the “work‐family” balance has traditionally been viewed as a women’s issue, however, there are clear implications for families if fathers come home tired and depressed. She concludes by reflecting on the contradictions faced by governments in terms of, on the one hand, being keen to promote flexibility and competitiveness, while on the other hand claiming to be concerned about families and family relationships.
Chapter 7 (Mankelow) focuses on the impact of job insecurity and work intensification on the health and efficiency of organisations. In particular, he focuses on the potential loss of goodwill within the “intensified organisation”. He suggests that the prevailing climate could be detrimental to the maintenance of trust and co‐operation within organisations. He also reflects on the role of trade unions and other public bodies such as industry regulators. He suggests that they may be charged with “the ultimate responsibility” for encouraging employers to look after the interests of the workforce. He suggests that costs relating to the continuing intensification of work are continuing to rise and that these should be a source of concern to employers.
Chapter 8 (Wichert) considers the actions that managers can take to alleviate stress. She explores the role of social support in terms of preventing or buffering stress for the individual. Wichert draws on quotes from employees in order to illustrate aspects relating to the process of social support, which encompasses activities such as talking and listening. She points out that “enforced support” can be potentially harmful and can have detrimental effects. Wichert also identifies a number of barriers that can inhibit the provision of social support. These include: time constraints, supervisor stress, the stigma of stress, a lack of information and rumours and negative feedback during performance appraisals. She also considers potential solutions. Wichert concludes by suggesting that a radical rethink is needed in respect of managing people and that stress needs to be acknowledged as something “real” and not perceived as a sign of individual weakness.
Chapter 9 (Wilkinson and Lapido) considers the broader role that governments could take in respect of the findings. Whilst recognising that individual managers may be able to alleviate and/or buffer the negative effects of job insecurity and work intensification, they argue that there are limits to which individual managers and organisations can make a real difference. They contrast experiences within Britain, Germany, Japan and the USA and argue that while large corporations may benefit from the intensification of labour, the real costs of this are borne by large numbers of employees and some customers. They counsel that organisations need to be aware of destroying “goodwill” and co‐operative relationships in the pursuit of efficiency. They also argue that governments should take a larger role in terms of regulation and welfare and that this does not necessarily undermine competitiveness. They conclude that there is evidence to suggest that “the institutions which regulate the markets for labour and capital helped to preserve, rather than undermine, the real freedoms enjoyed by workers and their families” (p. 184).
Overall, the book should be of interest to academic students and practitioners. It is drawn from solid empirical work and the research targeted employees at all levels. It is clearly written and the cross‐referencing within the book is useful. Given the data set, it would have been relevant to include a chapter that focused explicitly on experiences of job insecurity and work intensification at different levels of the organisation. Any differences tended to be mentioned in passing within some of the chapters, but it was difficult to ascertain any overall trends. In addition, the inclusion of a final chapter that drew together the key findings and implications of the research would have been welcome. The overall conclusions of the text are gloomy. The book makes a clear argument that job insecurity and work intensification will have increasingly negative consequences for employees, families and organisations. Moreover, the current swathes of redundancies in the manufacturing sector in particular indicate that many employees will continue to experience difficult working circumstances, and that job insecurity and work intensification are likely to remain a feature of British industrial life for the foreseeable future.
