{"title":"一个雇主从不浪费好机会的案例?一项关于新冠疫情下小时工的工作如何变得更加不稳定的调查","authors":"Eva Herman, Jill Rubery, Gail Hebson","doi":"10.1111/irj.12344","DOIUrl":null,"url":null,"abstract":"<p>The fragility of employers' voluntary, business-case-based improvements to employment standards for front-line hourly paid staff is revealed in two organisational case studies from the art and care sectors. For different reasons, Covid provided a catalyst for employers to enact passive and active exit strategies that made work more precarious.</p>","PeriodicalId":46619,"journal":{"name":"INDUSTRIAL RELATIONS JOURNAL","volume":"52 5","pages":"442-457"},"PeriodicalIF":1.6000,"publicationDate":"2021-08-18","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1111/irj.12344","citationCount":"5","resultStr":"{\"title\":\"A case of employers never letting a good crisis go to waste? An investigation of how work becomes even more precarious for hourly paid workers under Covid\",\"authors\":\"Eva Herman, Jill Rubery, Gail Hebson\",\"doi\":\"10.1111/irj.12344\",\"DOIUrl\":null,\"url\":null,\"abstract\":\"<p>The fragility of employers' voluntary, business-case-based improvements to employment standards for front-line hourly paid staff is revealed in two organisational case studies from the art and care sectors. For different reasons, Covid provided a catalyst for employers to enact passive and active exit strategies that made work more precarious.</p>\",\"PeriodicalId\":46619,\"journal\":{\"name\":\"INDUSTRIAL RELATIONS JOURNAL\",\"volume\":\"52 5\",\"pages\":\"442-457\"},\"PeriodicalIF\":1.6000,\"publicationDate\":\"2021-08-18\",\"publicationTypes\":\"Journal Article\",\"fieldsOfStudy\":null,\"isOpenAccess\":false,\"openAccessPdf\":\"https://sci-hub-pdf.com/10.1111/irj.12344\",\"citationCount\":\"5\",\"resultStr\":null,\"platform\":\"Semanticscholar\",\"paperid\":null,\"PeriodicalName\":\"INDUSTRIAL RELATIONS JOURNAL\",\"FirstCategoryId\":\"1085\",\"ListUrlMain\":\"https://onlinelibrary.wiley.com/doi/10.1111/irj.12344\",\"RegionNum\":0,\"RegionCategory\":null,\"ArticlePicture\":[],\"TitleCN\":null,\"AbstractTextCN\":null,\"PMCID\":null,\"EPubDate\":\"\",\"PubModel\":\"\",\"JCR\":\"Q2\",\"JCRName\":\"INDUSTRIAL RELATIONS & LABOR\",\"Score\":null,\"Total\":0}","platform":"Semanticscholar","paperid":null,"PeriodicalName":"INDUSTRIAL RELATIONS JOURNAL","FirstCategoryId":"1085","ListUrlMain":"https://onlinelibrary.wiley.com/doi/10.1111/irj.12344","RegionNum":0,"RegionCategory":null,"ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":null,"EPubDate":"","PubModel":"","JCR":"Q2","JCRName":"INDUSTRIAL RELATIONS & LABOR","Score":null,"Total":0}
A case of employers never letting a good crisis go to waste? An investigation of how work becomes even more precarious for hourly paid workers under Covid
The fragility of employers' voluntary, business-case-based improvements to employment standards for front-line hourly paid staff is revealed in two organisational case studies from the art and care sectors. For different reasons, Covid provided a catalyst for employers to enact passive and active exit strategies that made work more precarious.
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