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Fragmenting WorkBlurring Organizational Boundaries and Disordering Hierarchies$
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Mick Marchington, Damien Grimshaw, Jill Rubery, and Hugh Wilmott

Print publication date: 2004

Print ISBN-13: 9780199262236

Published to Oxford Scholarship Online: October 2011

DOI: 10.1093/acprof:oso/9780199262236.001.0001

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Changing Boundaries, Shaping Skills: The Fragmented Organizational Form and Employee Skills

Changing Boundaries, Shaping Skills: The Fragmented Organizational Form and Employee Skills

Chapter:
(p.199) Changing Boundaries, Shaping Skills: The Fragmented Organizational Form and Employee Skills
Source:
Fragmenting Work
Author(s):

Irena Grugulis

Steven Vincent

Publisher:
Oxford University Press
DOI:10.1093/acprof:oso/9780199262236.003.0009

This chapter explores the effect that inter-organizational relationships have on skill in the widest sense as well as reviews the impact of an increasing emphasis on soft skills. It argues that, although relational partnerships and high trust knowledge exchange were often desired, the risks inherent in networks result in a significant increase in performance monitoring. This was often needed to check that tasks had been completed or regulatory requirements had been met, but it also meant that the skills employees could exercise were limited and devalued. Such a context was rarely conducive to an exchange of expertise and completing the (often redefined and narrower) task took precedence over skill development.

Keywords:   regulatory requirements, employee skills, performance monitoring, skill development

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