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Essay / Research Paper Abstract
This 11 page paper looks at both the rhetoric and the evidence on how the labour market and working patterns may change in the United Kingdom in the future and what this will mean for employers. The paper uses statistics and reports from the United Kingdom throughout. The bibliography cites 11 sources.
Page Count:
11 pages (~225 words per page)
File: TS14_TElabcng.rtf
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Unformatted sample text from the term paper:
the future. However, looking at the rhetoric and the reality demonstrates some serious divergences. Changing demographics and emerging management ideas have converged to create visions of the future, with predictions
based on perception. There are some general trends in the predictions. Commentators such as Charles Handy have foreseen a future where the labour force is more flexible, with higher numbers
of part time or temporary contracts a fewer core permanent staff members (Handy, 1993). This can be examined by looking at past data from official sources, the use of academic
studies and trade findings and the general environmental factors that are known, with the information used to project the future. Handy is
not alone, many others also foresee the structure changing (Muffles and Fouarge, 2001, Bosch, 1995). There is a general perception of movement in the make up of the labour market.
In response to changes in the environment the paradigm expected is a move away form permanent employment and a life time with the same employer and an increased range of
work lifecycle patterns for the working population (Muffles and Fouarge, 2001). The pressures are not only demographic, but also social and political. New directives and increased openness mean that there
is a free movement of labour within the European Union, whilst the pace of change in the workplace increases the need for retraining and the acquisition of skills (Muffles and
Fouarge, 2001). This then means that staff turnover increases. With a raised acceptance of mobility and the decline of extended families, the mobile workforce creates a scenario where there is
an increase in staff turnover (Muffles and Fouarge, 2001). The increasing diversity required by the commercial environment and specialist skills also impacts
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