The Impact of Knowledge Management (KM) Strategies on Employee Job Satisfaction: A Study of RMG in Bangladesh

Knowledge management (KM) strategy is a crucial part of personnel management and retention of talents. This paper aims at identifying the impact and relation of knowledge management on employee satisfaction. The study is based on hypothesis and the data was collected by a questionnaire survey from 35 employees of reputed garments organization of Bangladesh. Satisfaction rely on factors like compensation structure, user friendly, relation with co-worker, autonomy, workload etc. The core findings of the study is codified strategy is more user friendly, but the practice of tacit strategy with proper incentives increase the overall satisfaction of employee though there are more workload. The employees are more comfortable with tacit strategy than codified strategy. The study is only focused on garments employee where KM strategy is widely practice all spheres of Human Resource Management (HRM). However, The paper reveal how KM strategy can increase employee satisfaction. The HR people and decision maker can understand and design appropriate KM strategy from this study. Therefore, organization also can manage and retain the talents by designing and applying findings of the study.

Über-Alienated: Powerless and Alone in the Gig Economy

While the gig economy has expanded rapidly in the last decade, few have studied the psychological ramifications of working for an online labor platform. Guided by classical and modern theories of work and alienation, we investigate whether engagement in platform work is associated with an increased sense of powerlessness and isolation. We analyze data from two national surveys of workers from the Canadian Quality of Work and Economic Life Study in September 2019 ( N = 2,460) and March 2020 ( N = 2,469). Analyses reveal greater levels of powerlessness and loneliness among platform workers—a pattern that is not fully explained by their higher levels of financial strain. Additional analyses of platform activity reveal that rideshare driving is more strongly associated with powerlessness and isolation than engagement in online crowdwork. We interpret our findings in light of platform firms’ use of algorithmic control and distancing strategies that may undermine worker autonomy and social connection.

Choice

This chapter dives into why people sometime feel paralyzed by decisions. Challenging conventional wisdom that more choice is better, the chapter explains how choice can lead to cognitive overload, as demonstrated first by the story of a failed electronics retailer and then by a study involving a fruit jam display at a California farmers market. Yet choice is critical to a happy and prolonged life, as shown with some novel research involving houseplants in a nursing home setting. The chapter concludes on the compounding nature of decisions, where cause and effect is never as simple as it seems, as demonstrated by the Hindenburg disaster. Implications for the workplace include providing employee choice where it matters most, promoting worker autonomy, and recognizing human biases toward oversimplifying successes and failures.

Emotional Labour and the Autonomy of Dependent Self-Employed Workers: The Limitations of Digital Managerial Control in the Home Credit Sector

Changes to the labour process in the home credit sector have exposed the industry’s agency workforce to increased levels of digital managerial control through the introduction of lending applications and algorithmic decision-making techniques. This article highlights the heterogeneous nature of the impact of digitalisation on the labour process and worker autonomy – specifically, in terms of workers’ engagement in unquantified emotional labour. By considering the limitations of digital control in relation to qualitative elements of the labour process, it becomes evident that emotional labour has the scope to be a source of autonomy for dependent self-employed workers when set against a backdrop of heightened digital control. This article therefore contributes to ongoing labour process debates surrounding digitalisation, quantified workers and digital managerial control.

The digitization of working life: Challenges and opportunities

In recent years, the role of technology in working life has increased. Technology and digitalization play a crucial role in the developmentof the organizations and the entire societies. The ascendance of digital organizations has also become a widely researched topic, the digital workplace environmentbeing an important organizational asset for increasing employee productivity (Köffer, 2015). Digitalization creates changes in the world of work, impacting not only business performance and worker productivity, but also job satisfaction, work/life balance, worker autonomy and monitoring across hierarchical levels. Information and Communication Technologies (ICT) in particular are essential components of working andimportant working tools (Korunka&Vartiainen, 2017).

From Passion to Compassion: A Caring Inquiry into Creative Work as Socially Engaged Art

This article considers the analytical potential of a concept of care that foregrounds human interdependencies, relational ties and the needs of others as the basis for action in analysing work, such as creative work, which is neither directly nor obviously associated with care provision. Work in the creative industries has recently become a central concern in sociology. Much of this scholarship reproduces or extends the idea of creative work as a paradigm of individualized work in contemporary societies that is characterized by high levels of worker autonomy, passion, self-expression and self-enterprise. This article challenges such theorizations by calling attention to the role of caring in creative work, understood both as an ontological phenomenon and as a relational practice of sustaining and repairing the world. Drawing on a qualitative study of socially engaged art in South-East Europe, I argue that creative work manifests itself as a labour of care and compassion.

Debating Sex Work

In this “for and against” book Lori Watson argues for a sex equality approach to prostitution in which buyers are criminalized and sellers are decriminalized (the Nordic Model). Jessica Flanigan argues that sex work should be fully decriminalized. Watson defends the Nordic Model on the grounds that prostitution is an exploitative and unequal practice that entrenches existing patterns of gendered injustice. Watson also argues that full decriminalization of prostitution is incompatible with existing occupational health and safety standards and securing worker autonomy and equality. Watson further argues that sex trafficking and prostitution are functionally similar such that the distinction is irrelevant for public policy; attacking demand is necessary to address the inequalities that fuel both. Flanigan argues that sex work should be decriminalized because restrictions on the sale and purchase of sex violate the rights of sex workers and their clients. Flanigan also suggests that decriminalization would have better consequences than policies that expose sex workers and their clients to criminal penalties, and that once we consider that public officials can also stand in relations of subordination to citizens, decriminalization is a more egalitarian approach than alternative policies.

Controlling Working Crowds: The Impact of Digitalization on Worker Autonomy and Monitoring Across Hierarchical Levels

This study investigates the impact of information and communication technologies (ICT) on worker autonomy and monitoring using the second wave of the German Linked Personnel Panel, a linked employer-employee data set. From a theoretical point of view, the impact of ICT on workplace organization is ambiguous. On the one hand, the fast diffusion of ICT among employees makes it possible to monitor professional activities, leading to greater centralization. On the other hand, ICT enable employees to work more autonomously, so that workplace organization becomes more decentralized. Based on ordinary least squares and instrumental variable estimates, we find that ICT promotes both centralization and decentralization tendencies. Furthermore, managerial employees are more affected by ICT-induced monitoring and autonomy than their non-managerial counterparts. Finally, the effect of digital ICT on employee autonomy is more pronounced than the corresponding effect on employee monitoring. Again, this does especially hold for managerial employees. All in all, our results support the view that unlike prior technological revolutions digitalization primarily affects the employment prospects and working conditions of employees at medium and higher hierarchical levels.