ABSTRACT
The purpose of this chapter is to evaluate all the different non-standard patterns of work that fall under the description of zero hours. The chapter encompasses such concepts as the gig economy, portfolio occupations and careers, flexible hours and attendance patterns, and payment by results while working in remote locations. It covers the need for organisational, supervisory and management relationships, and the patterns and expertise of supervision required to make them effective. It evaluates the nature and effectiveness of working relations, organisational identity and staff practices in the United Kingdom, from both positive and negative points of view. Finally, it proposes the development of management practices and also addresses issues around staff engagement, which are required in order to make these patterns of work enduring, viable and valuable to all concerned.
