RHETORIC OF GUILTY PLEASURE
RHETORIC OF GUILTY PLEASURE RHE 309K
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This 3 page Class Notes was uploaded by Tanya Koch on Sunday September 6, 2015. The Class Notes belongs to RHE 309K at University of Texas at Austin taught by Mark Longaker in Fall. Since its upload, it has received 13 views. For similar materials see /class/181393/rhe-309k-university-of-texas-at-austin in Rhetoric And Writing at University of Texas at Austin.
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Date Created: 09/06/15
Loyalty According to Reich loyalty on the part of employers and employees is now obsolete What causes this to happen see pp 6975 What are the effects of loyalty disappearing see pp 769 What can we do in response to this situation see pp 7882 Below Paul Osterman offers a similar argument He also claims that loyalty is disappearing in the new economy According to Osterman What causes this to happen What are the effects of loyalty disappearing What can we do in response to this situation Copyright 1999 Globe Newspaper Company The Boston Globe September 5 1999 Sunday City Edition SECTION OPED Pg D7 LENGTH 919 words HEADLINE New rules for the new economy PAUL OSTERMAN Paul Osterman is professor at the MIT Sloan School of Management and the author of quotSecuring Prosperity How the American Labor Market Has Changed and What To Do About Itquot BYLINE By Paul Osterman BODY There is much talk about the quotnew economyquot and for many observers the long stretch of low unemployment job growth and wage moderation is the essence of what is new However this perspective misses what is really different A downturn is inevitable job growth will slow and unemployment will rise What is fundamentally new are the rules that govern the labor market These new rules will persist well beyond the next business cycle We need to understand just what is different because we face a set of important choices about how to respond In the old labor market American workers enjoyed quotlifetime employmentquot Now the ties binding workers and firms have frayed For example for men between the ages of 45 and 54 the median years ofjob tenure in 1983 was 128 in 1998 it was 94 years In the new era pro table rms lay off employees in the past layoffs were more likely to be associated with economic distress Various forms of temporary and contingent employment are on the rise The lack of loyalty works both ways the Silicon Valley with its constant jobhopping is an extreme example but it symbolizes the future In the old labor market wagesetting was focused on internal equity and fairness Compensation experts developed elaborate schemes to be sure that the relative pay of jobs within the organization was seen as fair Today quotpay for performancequot is the norm and the rhetoric of the market has penetrated deeply within the rm One result of new norms about wages has been an explosion of inequality Managers never liked unions but in the old labor market they grudgingly accepted them Today managers resist unions with a vengeance as witnessed by the rise of unfair labor practice ling the use of replacement workers and the growth of unionavoidance consulting rms What undermined the old system was increased competition the spread of information technology and new ideas about how to organize work and produce goods and services These pressures will continue after the current boom ends and we cannot return to the postwar labor market system The question however is what we want the new labor market to look like The period most analogous to today is the Progressive Era In that time it seemed as if the market was taking over Trusts and industrialization swept away the old order of small town America The ideology of Social Darwinism was the equivalent of today s quotpack your own parachutequot What happened instead was a political reaction that led to the creation of new institutions ranging from antitrust legislation to central banking to civic reform The market was not defeated or thwarted but it as channeled in constructive ways We also are in transitional period and the important question is what kind of labor market do we want to construct The two main challenges are how to respond to increased turnover and mobility and how to redress the growing imbalance of power in labor market To make mobility work better we should improve the safety net build pathways through the labor market and make bene ts more portable The unemployment insurance system is based on an image from the old labor market a fulltime worker on temporary layoff from a job Parttime employees and contingent workers are typically not eligible The system needs to be updated for the new labor market Because health care and pensions are tied to the employer workers face real risks when they have to change jobs De ned bene t plans are structured so that employees take a big hit even if they get a new job immediately The spread of 401k pensions is only partly a solution because these require that the employee make a contribution in order to get an employer match The problems with health insurance are well known For example less than half of the employees of temporaryhelp rms are covered by health insurance from any source Power has radically shifted away from the workforce The average fulltime worker today barely earns more than he or she did ten years ago Opportunities for employees to have a say in how their work is organized have diminished radically Part of the solution lies in efforts by the labor movement to reinvent itself There is however an important role for policy What used to be called a quotlevel playing fieldquot has tilted in the direction of management and labor law reform aimed at eliminating unfair labor practices and speeding union elections is an appropriate step The balance of power can also be righted via the efforts of community groups as they seek for example to enact living wage ordinances Is any of this possible Indeed New networks such as the Wisconsin Regional Training Partnership are helping employees move between jobs and providing training Innovative pension schemes such as Working Today39s portable pensions for temporary workers show promise Effective union campaigns such as the recent success in California with home health care workers show that new organizing strategies can pay off The Industrial Areas Foundation has passed livingwage ordinances in such disparate areas as Baltimore and the Rio Grande Valley So there is a great deal of energy and promising new ideas American social policy has always been made by local experimentation that led eventually to national innovations The key is to understand just what is at stake The New Deal postwar labor market is dead What will take its place is up for grabs LOAD DATE September 08 1999
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