A MID ECONOMIC UNCERTAINTY, supply chain restructuring, and a new wave of automation, businesses that once engaged in extensive hiring now face significant layoffs. Many companies are rolling back flexible work arrangements prompted by the pandemic.¹ Meanwhile, employees increasingly want to see their own values and priorities represented in how their companies operate.² And since the pandemic, many are redrawing the boundaries between work and their personal lives to protect their own well-being.
These trends have intensified tensions between American workers and corporate leaders, leading to a gradual erosion of trust and an increasing strain in their relationships.³ We can see this both directly, in the rise of workforce controversies, such as strikes and other disputes over wages, working conditions, diversity, equal opportunity, health, and safety; and indirectly, through employee disengagement.⁴
Besides inducing costly operational disruptions and lowering the quality of work, labor controversies and disengagement pose significant challenges for businesses in attracting and retaining talent. Furthermore, such controversies hinder companies’ ability to navigate business challenges like cybersecurity, digitalization, and sustainability, which demand vigilance from and collaboration with employees.
この記事は MIT Sloan Management Review の Winter 2024 版に掲載されています。
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この記事は MIT Sloan Management Review の Winter 2024 版に掲載されています。
7 日間の Magzter GOLD 無料トライアルを開始して、何千もの厳選されたプレミアム ストーリー、9,000 以上の雑誌や新聞にアクセスしてください。
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