Transcript PowerPoint 簡報

W ORK AND LEISURE AND LEISURE
AND WORK
OUTLINE

Preface

Viewing the world in terms of “work” and “leisure”

Satisfaction with work

Relations between work and leisure

Who works and for how long

From specialist to generalist : changes in the roles of
women and men

Careers and retirements

The changing nature of work

New meaning of management

Jobs as the critical issue of the next decade
PREFACE

Work is often thought of as externally compelled
activity rather than internally compelled


Activity undertaken because other people require
you to do it or because circumstances, such as lack
of food, shelter or other things defined as necessary,
require you to do it
Work is what you need to do, and leisure is what
left over. You punch the time clock and begin
working, punch it again when you stop
S ATISFACTION

WITH WORK
Parker, a researcher, found six main themes concerning work
satisfaction. Work was satisfying when these six elements
were part of the experience:

Creating something- a feeling that one has put something of
oneself into a product

Using skill- whether the skill is manual or not
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Working wholeheartedly and not being arbitrarily slowed down
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Using initiative and having responsibility- freedom to make
decision
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Mixing with people- social contact
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Working with people with people who know their jobcompetent bosses and associates
DISSATISFACTION
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Work was not satisfying when the following five
themes were in evidence:

Doing a repetitive job

Making only a small part of something-making the
worker an appendage of the machine
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Doing useless tasks
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Feeling a sense of insecurity

Being too closely supervised
C OMPLAINTS
ABOUT WORK
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Complaints about work didn’t center around salary

Some complain the lack of variety and challenge
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Additionally, complaints centered around conflicts
with other people on the job, especially the boss.
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Those complaints related to “burnout”

Workers who experienced too much stress, too little
time to think or too little time to spend with their
family
DISSATISFACTION

Those with higher education may have far higher
expectations or needs about a job in terms of
their ability to use skills, the opportunity to take
part in decision making and in self-expression

Today many highly educated people are
‘underemployed, having little chance to use their
knowledge, judgment, or skill
L EISURE AS COMPENSATION
FOR UNSATISFYING WORK
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People want to have leisure to make up their work
dissatisfaction, but very often, it doesn’t, why?


People are more likely to be in flow experience at work than at
leisure.

About ½ the time they are working they are confronting challenges
which are above average.

As for leisure, people were more likely to express apathy, feeling
passive, weak, dull and dissatisfied.
People who suffer from work dissatisfaction may not
compensate for it during their leisure because of the choices
they make during leisure.

If those choices do not provide for opportunities to exercise skill,
accept challenges, undertake activity which leads to an
attractive identity, leisure is unlikely to provide compensation for
unsatisfying work.
C HANGING DEFINITIONS OF
WHERE WORK SHOULD BE
DONE

The computers and other digital devices of
communication make the location of many people’s
work more and more flexible.

People can finish work in remote location
R ELATIONS BETWEEN WORK
AND LEISURE

Leisure may serve two functions as for work:

Spillover or compensation

Work may be said to spill over into leisure to the
extent that leisure is the continuation of work
experiences and attitudes.

Leisure is compensatory if it seeks to make up for
dissatisfaction felt in work.
W HO WORK AND HOW LONG
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Mostly, people work to get money.

The most frequent cited statistic to measure how much time
we work or doing leisure activities is based on work week
length.

From 1900 to 1950, there was a decrease in the amount of time
individuals spent in paid labor.
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The workweek was dropping from close to 60 hours a week to
40 hours due to the power of labor unions.
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The workweek length has remained around 40 hours for fulltime employee since 1940s.
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The population in the labor force has actually increased slightly.
F ROM SPECIALIST TO
GENERALIST: CHANGE IN THE
ROLES OF WOMEN AND MEN
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In most preindustrial societies, everyone had some
work role: children, old people, sick people- everyone
contributed.
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the industrial revolution changed all around
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Children doesn’t have to do anything productive-
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Work become specialized, and when and how the
work was done was planned to suit the needs of
those who owned the means of production
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Today, a typical household contains a husband who is
employed full-time and a wife who is not employed
outside home is considered false in all modern nation
CHANGE IN THE ROLES OF
WOMEN AND MEN
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A higher percentage of younger are becoming fulltime worker and millions of women are attached to
long-term careers that pay well.
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Higher education attainment of women, changing
aspirations, and inflation, etc. transformed women’s
perspectives toward work.

Another reason for women’s entry into the labor force
and attachment to career has been the fact that there
has been little financial gain for most house holds
during the last few decades but higher expectations.
C HANGES
IN HOUSEWORK
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As women have entered into the labor force, the term
second shift has come to mean the work that is done
before and after work.

During the second shift, shopping, household cleaning
and maintenance, childcare, meal preparation, and other
duties are performed.

Women put far more hours into the second shift than do
men.

Today, two trends are evident concerning housework –

First, the total time devoted to housework is declining.

Second, males are participating more than a few decades
ago
C HANGES
IN HOUSEWORK
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Women spent average of 27 hours per week on
housework in 1965, in 1995 they spent only 15.6
hours.

Men’s housework increased from 4.6 hours per
week in 1965 to 10.1 in 1985 and then declined
slightly in 1995 to 9.5 hours

Not surprisingly, women still do more of the work
inside the house.

Males spent per week cooking in 1995 while
women spent 4.5 hours.
C ONSEQUENCES AND
STRATEGIES
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Partially as a response to the changes in work and
household roles, young females and males are
deferring marriage, getting more formal education,
having fewer children and placing more importance
on career.

Average marriage age is 28 for female and 29 for male
in Taiwan

The birth rate is closer to 1.0 in Taiwan and 2.0 in the
United States.

Fatherhood is being taken more seriously by many
men.
W ORKPLACE
TRENDS

Money : increasing pressure from shareholders for
short-term profits means that there is greater pressure
on employees to produce results and on training to
show a return on investment

Diversity: the growing cultural diversity of organizations
means a greater need for people with different
backgrounds to work together and find better ways of
balancing the local with the global
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Time: the increasing expectations for just-in-time
products and services is resulting in shorter time frames
for learning, often facilitated through technology.
W ORKPLACE
TRENDS

Work: with the rise of virtual work and virtual
workplaces, people are increasingly physically
disconnected and have to learn to work in new ways.

World: changes in the distribution of the world’s
population- in geography, economic standing, age and
race- pose new challenges for organizations as they
seek the right human capital to succeed.

Meaning: in a world where things seem to be
constantly changing, people are increasingly looking
for work that has meaning and which nurtures them
spiritually
W ORKPLACE
TRENDS

Change: as the pace of change appears to quicken,
people become increasingly resistant to change and
question whether technology has advanced too quickly
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Knowledge: as the knowledge sector accounts for even
larger percentages of the world economy, what people
know and do becomes more important

Technology: technology is increasingly used to automate
work, changing the types of skills people need and
forming how they learn.

Careers: the changing relationship between employees
and employers and the rise of the free agent worker
challenge the traditional notion of career
W ORK TREND IN THE NEAR
FUTURE
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Employees will work in more decentralized, specialized firms,
and employer-employee relationships will become less
standardized and more individualized.
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Slower labor force growth will encourage employers to adopt
approaches to facilitate greater labor force participation among
women, the elderly, and people with disabilities

Greater emphasis will be placed on retaining and lifelong
learning as the U.S workplace tries to stay competitive in the
respond to technological changes

Future productivity growth will support rising wages and may
affect the wage distribution

The tie between employment and access to fringe benefits will
be weakened.
T HE CHANGING NATURE OF
WORK
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The kind of work done in a global economy is subject
to rapid change.
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The nature of work is changed by three factors:

Demographic changes in population, the growing
desire for higher per capita income among people in
underdeveloped nations, and technological change.

Technological may be the most inportant.
J OB AS THE CRITICAL ISSUE
OF THE NEXT DECADE
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Most of the fastest-growing jobs are in the service sector,
which accounts for almost four out of every five jobs.

Theses jobs are in areas such as medical care, law
enforcement and corrections, travel and hospitality
industries, food services, data processing and social work.

CEOs look for technology-literate people capable of
learning, critical thinking, and problem-solving skills, oral
and written communication skills, and the ability to work
in teams
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The most important is the ability to learn.
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Students who thinks they have “ completed their
education” are in for rude shock.

A person’s knowledge about knowledge or information
about information will be critical
EXERCISE
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What kinds of work do you expect to do when
you leave the university and why?