ABSTRACT
In previous chapters I have argued that, from the 1980s on, as part of the neo-liberal drive for organizations to increase prot through labour exibility, the seemingly mutual employment exchange between employers and employees, as reected in the ‘old’ psychological contract, appeared to become unbalanced in favour of employers. Labour exibility was being achieved at the expense of employees’ job security. I have also argued that the new work culture, with its work-intense and performative managerial practices, together with both the commodication and the commoditization of white-collar work, generally appears to have resulted in reduced employee autonomy and wellbeing.
