Edited by Tony Dundon and Adrian Wilkinson
- Case Studies in Work, Employment and Human Resource Management
- ABOUT THE EDITORS AND CONTRIBUTORS
- Chapter 1: Work, employment and human resource management: Case study applications
- Chapter 2: Fishing for diversity in legal talent pools: Recruiting early talent at Pinsent Masons
- Chapter 3: Rethinking the selection process in Saltire Brokers
- Chapter 4: Defending wellbeing at work: A case study on autism
- Chapter 5: Flexibility in recession and recovery
- Chapter 6: Determinants of human resource management strategy in a franchise
- Chapter 7: Contribution based pay in local government
- Chapter 8: A high performance work system in amulti-stakeholder context
- Chapter 9: Performance management: Rewarding for performance at Sprooker Inc.
- Chapter 10: Gender pay gaps at Southside University Hospital Trust
- Chapter 11: The campaign for a ‘real Living Wage’
- Chapter 12: Employee voice and transnational regulation: Double-breasting at BritCo
- Chapter 13: Is Ryanair the Southwest Airlines of Europe?
- Chapter 14: Uber and the problem of regulatory arbitrage
- Chapter 15: Public sector employee engagement initiatives and employee voice results
- Chapter 16: Resistance, mischief and misbehavior @The Jad-Gin Co. (JGC)
- Chapter 17: The divided workforce: Zero hours work at Sports Direct
- Chapter 18: Learning from doing and telling at work
- Chapter 19: For some or all? Debating the value of inclusive and exclusive approaches to talent management
- Chapter 20: What is competence? Theory, policy and practice
- Chapter 21: Gender at Victoria Police: A long way travelled
- Chapter 22: Workplace bullying at Neptune Plc
- Chapter 23: New forms of worker organising: Sex work in Argentina
- Chapter 24: System error, restart? Allegations of sex discrimination at Microsoft Corp.
- Chapter 25: Changing organisational hierarchies: KnowledgeLtd
- Chapter 26: Worker wellbeing at Jacaranda House
- Chapter 27: What makes a good job for low-waged workers?
- Chapter 28: Organizing project-based work in the games industry: Two contrasting cases
- Chapter 29: Human resource management and relationship marketing: How two organizations leveraged tattoos to build their brand
- Chapter 30: Meaningless leadership
- Chapter 31: Amazon: HRM and change in the house of neo-liberalism
- Chapter 32: Leadership and change at Ford Motor Company
- Chapter 33: Implementing performance management in a public sector organisation in a developing country
- Chapter 34: HR function at MNC subsidiary level: Mediating challenges and tensions
- Chapter 35: Implementing HRM within multinational corporations: Localisation or global standardisation?
- Chapter 36: Global talent and mobility in a decentralised multinational enterprise
- Chapter 37: Strategy and people management in China – Haier as an example
- Chapter 38: Emiratization: Benefits and challenges of strategic and radical change in the United Arab Emirates
- Chapter 39: Survival and outsourcing in the South African clothing and textiles industry: The changing fortunes of ClothTran
- Chapter 40: Cultural and logistical preparation of expatriates
- Chapter 41: Labor practices in Apple’s supply chains in China
- Chapter 42: Framing workers’ rights internationally: The case of Volkswagen and transnational collective agreements
- Chapter 43: Labour rights and global standards: What the Ali Enterprises fire tells us about social accountability and labour conditions in an international supply chain
Chapter 27: What makes a good job for low-waged workers?
This case study examines what makes a good job for low-waged workers, with Scotland as an example. It raises broader questions about employer choices around job quality and what might make them improve job quality in their organisations.
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