Free Enterprise, Fair Employment - A contextual analysis

By Elliott Jaques (Crane Russak New York / Heinemann London, 1982, 137 pages (excluding preface, summary, index))

 

Summary of the Book:

The central argument of "Free Enterprise, Fair Employment" is that the persistent problems of inflation, unemployment, and industrial unrest in democratic industrial societies stem from a fundamental failure to address the issue of fair and acceptable wage and salary differentials. Elliott Jaques posits that neither supply-side, demand-side, Keynesian, nor Friedmanite economic solutions can succeed because they do not adequately tackle the felt inequity in pay relativities, which is the primary driver of pay leapfrogging and subsequent inflation. When full employment is achieved, it often exacerbates this power struggle for pay, leading to intense inflation, thereby making some level of unemployment an unintended tool for economic control.

Jaques argues that full employment and fair pay differentials must be treated as distinct political objectives. He refutes the "lump-of-labor fallacy" (the idea that there's a fixed amount of work available), asserting that a nation can generate as much work as it desires. The cornerstone of his proposal for achieving full employment without inflation is the establishment of equitable pay differentials by political consensus. This is to be achieved through a mechanism he calls the "differential concertina," which sets pay differentials based on objectively determined differences in the level of work or responsibility in each job, measured by "time-span of discretion."

The book outlines that with assured differential pay equity and non-inflationary full employment, a nation can more rationally address macroeconomic issues like the affordable standard of living and collaborative production for domestic needs and foreign trade.

The summary provided within the book (pages xi-xx) further details these points:

  1. The Employment Society: Advanced industrial nations have become "employment societies" where 80-90% of the working population are employees on open-ended contracts. This transformation brings to the fore issues of full employment and fair pay differentials.

  2. Dilemma of Political Economy: The challenge is to sustain political democracy, a stable economy free from uncontrolled inflation, freedom of enterprise, continuity of employment, and a fair distribution of wages and salaries.

  3. Failure of Current Policies: Existing economic policies (Keynesian, Monetarist, mixed economies) fail to reliably achieve these conditions, particularly regarding fair wage and salary distribution.

  4. Wage and Salary Leapfrogging: The core problem is not the general level of wages but the inequity felt in differentials, leading to leapfrogging and wage-push inflation. Current countermeasures like pay freezes and productivity bargaining are inadequate.

  5. Fallacies: Jaques identifies the "lump of labor fallacy" and the fallacy that employee wage levels can be fairly determined by market supply and demand.

  6. Competitive Free Enterprise: True competitive free enterprise, where consumer preference dictates the value of goods and services, is essential. However, this does not apply to the "price of labor." The earnings of self-employed entrepreneurs (risk-based) are distinct from employee wages/salaries (based on level of work) and should not be part of an incomes policy. Employing people is a social privilege, requiring payment at equitable rates.

  7. Abundant Employment: This should be a constitutional right, meaning available employment consistent with an individual's capability. Economic barriers to abundant employment are fallacious; the barriers are political. It can be achieved through a buoyant free enterprise, government investment, and buffer stocks of public works, financed by a marginal redistribution of wages and salaries via the differential concertina, without increasing government borrowing.

  8. Equitable Differential Pay: Jaques introduces "time-span of discretion" as an objective measure of the level of work in any employment role. This measure correlates uniquely with employees' judgments of fair pay, regardless of occupation or other factors. This forms the basis for an equitable differential pay structure. He also identifies a requisite underlying structure of "work-strata" in employment hierarchies based on time-span.

  9. The Differential Concertina: This is a proposed national system where the government, after economic review, sets the total wage/salary bill and its fair differential distribution by attaching specific pay brackets to work-strata and grades (defined by time-span). This unified system can be adjusted (raised, lowered, compressed, or expanded) based on economic circumstances and desired distribution, ensuring felt-fair relativities are maintained. This allows for abundant employment without wage-push inflation.

  10. Features of a Free Enterprise, Fair Employment Society: Such a society would simplify economic regulation, strengthen political freedom and national morale, guarantee equal employment opportunity, and require employee participation in policy-making within enterprises. It would also necessitate decisions on a fair and reasonable workweek.

What are the book's key features?

  • Novel Diagnosis of Economic Problems: Attributes inflation and unemployment primarily to inequitable wage differentials rather than solely to monetary or fiscal policies.

  • Concept of the "Employment Society": Highlights the societal shift where the majority are employees, making employment terms a central political issue.

  • Time-Span of Discretion: Introduces and utilizes this as an objective measure for the level of work.

  • Equitable Payment Theory: Based on the correlation between time-span and felt-fair pay.

  • Work-Strata Model: Proposes a universal, underlying structure of organizational levels.

  • The "Differential Concertina": A practical policy mechanism for establishing and adjusting national wage and salary structures based on consensus and objective work measurement.

  • Separation of Objectives: Advocates for treating full employment and fair pay differentials as political objectives distinct from economic regulatory instruments.

  • Distinction between Entrepreneurial Earnings and Employee Wages: Argues for different treatment and policy approaches.

What is the book’s unique contribution? What is the core thesis of the book, and how does the author articulate it?

The book's unique contribution lies in providing a theoretically grounded and actionable framework for resolving the conflict between full employment and inflation by focusing on the equitable distribution of wages and salaries based on the objective measurement of work. It moves beyond traditional economic levers to address the socio-psychological and political roots of economic instability in employment societies.

The core thesis is that sustainable free enterprise and fair employment can coexist and mutually reinforce each other if, and only if, a system of manifestly fair wage and salary differentials is established and maintained through democratic political processes, based on the objective level of work in each role. This, Jaques argues, will eliminate the primary driver of leapfrogging pay claims and cost-push inflation, thereby allowing for policies that support abundant employment without adverse economic consequences.

The author articulates this thesis by:

  1. Critiquing existing economic theories and policies for their failure to address differential pay (Chapters 1, 2).

  2. Defining the nature of competitive free enterprise and contrasting entrepreneurial earnings with employee wages (Chapter 3).

  3. Arguing for abundant employment as an achievable political objective (Chapter 4).

  4. Introducing and explaining the concepts of time-span of discretion, felt-fair pay, and work-strata (Chapters 5, 6, 7).

  5. Detailing the "differential concertina" as the mechanism for implementing equitable pay (Chapter 8).

  6. Discussing the broader political, economic, and social implications of adopting such a system, including its impact on inflation, participation, and equality of opportunity (Chapters 9, 10, 11).

How does the author define key terms or concepts central to the book’s argument?

  • Employment Society: "A society in which the majority of those who work for a living do so by getting a job on open-ended contract for a wage or salary in a hierarchical employment system." (p. 3) This proportion can reach 80-90% in advanced societies.

  • Open-Ended Employment Contract: "A contract in which an employer takes on an employee without setting a termination date. The contract continues until there is a specific act of termination by either party." (p. 4) This creates careers and makes differentials a major issue.

  • Coercive Bargaining: The process where fragmented employee collectives use their power to wrest pay advantages, leading to leapfrogging and inflation, as opposed to negotiations based on equity. (Chapter 2)

  • Abundant Employment: "Available employment for those who seek it, at a level consistent with their level of capability," as a constitutional right. (p. xiv, 45) Distinguished from mere "full employment" which might not match capability.

  • Time-Span of Discretion: "The maximum period during which an employee is targeted to exercise discretion, within prescribed limits... in balancing pace against quality." It is the longest targeted completion time for tasks assigned to a role and serves as an objective measure of the level of work. (p. xvii, 67)

  • Felt-Fair Pay: The level of pay that individuals intuitively feel is fair for the level of work in their role, which Jaques found correlates directly with the time-span of discretion of that role. (p. xvii, 70)

  • Work-Strata: A "systematic requisite underlying structure" of employment hierarchies revealed by time-span measurement, with distinct boundaries (e.g., 3 months, 1 year, 2 years, 5 years, etc.) defining different levels of organizational work. (p. xvii-xviii, 78-79)

  • Differential Concertina: A proposed national wage and salary structure where pay brackets are attached to work-strata and grades. This structure can be "raised or lowered and contracted or expanded ad lib" by government policy to reflect economic conditions and desired income distribution, while maintaining equitable relativities. (p. xix, 90-91)

  • Entrepreneurial Earnings: Income derived from the profits of self-employed individuals or business owners, subject to market risks and fluctuations. Jaques argues these are fundamentally different from employee wages and should not be included in the same incomes policies. (p. xiii-xiv, 35-38)

To what degree is the book theoretical vs practical? To what degree are there case studies or practical implementation steps?

The book is a blend of theoretical and practical.

  • Theoretical: It lays out a comprehensive theory of bureaucracy, work, human capability, and equitable payment. It critiques existing economic theories and proposes a new framework for understanding the political economy of employment societies.

  • Practical: It proposes concrete methods and structures:

    • Time-span measurement: Described as an objective tool (though the book itself is not a detailed "how-to" manual for measurement, it refers to the Time-Span Handbook for that).

    • The Differential Concertina: Presented as a practical mechanism for national wage and salary policy, including how it could be adjusted.

    • Work-Strata: Offers a template for organizational design.

    • Policy recommendations: Specific suggestions for achieving abundant employment and managing pay.

The book does not contain detailed case studies of organizations that have implemented the full "Free Enterprise, Fair Employment" model as a national policy (as it's a proposal for such a policy). However, Jaques's theories, particularly time-span and requisite organization, are based on decades of fieldwork, most notably the "Glacier Project" (an extensive study at the Glacier Metal Company in Britain), which served as a real-world laboratory for many of these ideas. The book draws on the findings from such field research rather than presenting them as standalone case studies within this particular volume. It outlines practical implementation steps at a policy level (e.g., how the government would use the concertina) and implies organizational-level changes.

About the Author(s)

Provide a 150-word summary of the author’s biography Elliott Jaques (1917-2003) was a Canadian psychoanalyst, social scientist, and management consultant. Educated at the University of Toronto, Johns Hopkins (MD), and Harvard (PhD in Social Relations), he also qualified as a psychoanalyst in Britain. Jaques was a founding member of the Tavistock Institute of Human Relations in 1946. In 1964, he founded the School of Social Sciences at Brunel University London, serving as Professor and Head. His extensive research, notably the Glacier Project, led to seminal concepts like "time-span of discretion," "requisite organization," "felt-fair pay," and "corporate culture." He also coined the term "midlife crisis." Jaques authored numerous books and articles, applying his psychoanalytic and social science insights to organizational structure, management, and societal problems. He moved to the US in 1991, becoming a research professor at George Washington University.

Provide a URL to a comprehensive profile about the author if available.

Provide a URL to a complete list of the author’s publications, both books and articles. A single, officially curated "complete" list is difficult to pinpoint. However, these resources provide extensive, though perhaps not exhaustive, lists:

  • The book itself lists some of his earlier works on page iv: Changing Culture of a Factory, Measurement of Responsibility, Equitable Payment, Product Analysis Pricing, Time-Span Handbook, Glacier Project Papers, Progression Handbook, Work, Creativity and Social Justice, A General Theory of Bureaucracy, Levels of Abstraction and Logic in Human Action (Editor), Health Services (Editor), The Form of Time.

  • World of Books: https://www.worldofbooks.com/en-gb/collections/author-books-by-elliott-jaques lists many of his books.

  • Academic search engines (like Google Scholar, JSTOR) would be needed for a more comprehensive list of articles.

How does this book fit into the author’s evolution of thinking and body of work in 150 words? "Free Enterprise, Fair Employment" (1982) represents a synthesis and policy-level application of several decades of Jaques's core research. It builds directly upon his earlier work on "time-span of discretion" (Time-Span Handbook, 1964), "equitable payment" (Equitable Payment, 1961), and the structure of bureaucratic organizations (A General Theory of Bureaucracy, 1976). While earlier works established the foundational concepts through empirical research (like the Glacier Project), this book elevates those concepts into a comprehensive socio-political and economic argument. It addresses national and societal level problems of inflation and unemployment, proposing his "differential concertina" as a practical solution rooted in his established theories of work, capability, and organizational structure. It's a culmination applying his micro and meso-level organizational findings to macro-level policy.

The Book in Context

What is the historical or organizational context in which the author wrote this book? The author wrote this book during a period of significant economic turbulence in Western industrial nations. The preface, dated 1982, explicitly states: "At the time of writing, the democratic industrial nations are in recession, unemployment is rising, and disruptive inflation continues on many fronts." (p. ix) This context of "stagflation" (stagnant growth, high unemployment, and high inflation) that plagued many economies in the late 1970s and early 1980s is crucial. Jaques positions his work as an alternative to the failing economic orthodoxies of the time, whether Keynesian, monetarist, or mixed-economy approaches, which he felt were unable to resolve these interconnected problems. Organizationally, it was a time of ongoing industrial unrest and questioning of traditional hierarchical structures, though Jaques's work argues for the necessity of hierarchy if structured "requisitely."

Other similar books in the field Identifying books "ranked in order of number printed" is not feasible without access to historical sales data. However, here are four influential books/authors dealing with similar themes of organizational theory, work, payment, and societal implications, which would have been part of the broader intellectual landscape:

  1. Chester Barnard - The Functions of the Executive (1938): While earlier, Barnard's work on cooperation, authority, and the nature of formal organizations provided foundational concepts for understanding managerial hierarchies and the social aspects of organizations, which Jaques also explores.

  2. Peter F. Drucker - The Practice of Management (1954) and subsequent works: Drucker, a contemporary, wrote extensively on management, organizational structure, and the role of the executive. While their approaches differed, both were deeply concerned with making organizations effective and humane. Drucker also commented on the significance of Jaques's Glacier Project.

  3. Douglas McGregor - The Human Side of Enterprise (1960): McGregor's Theory X and Theory Y explored assumptions about human nature and work motivation, themes relevant to Jaques's concern for aligning work with capability and ensuring fairness to foster cooperation.

  4. Frederick Herzberg - Work and the Nature of Man (1966): Herzberg's motivation-hygiene theory (two-factor theory) delved into job satisfaction and dissatisfaction, with pay being a "hygiene factor." While Jaques's approach to pay is more structural, both recognized the profound impact of work design and reward systems on employees.

Compare and contrast the key themes and approaches in the top four similar books.

  • Barnard vs. Jaques: Barnard focused on the conditions necessary for cooperative systems and the nature of authority, emphasizing communication and common purpose. Jaques also values cooperation but provides a more granular, structural framework for achieving it through requisite organization and equitable payment based on measurable work levels. Barnard is more foundational/philosophical; Jaques is more prescriptive with specific measurement tools.

  • Drucker vs. Jaques: Drucker took a broad, practice-oriented view of management, emphasizing objectives, decentralization, and the knowledge worker. Jaques offers a more specific, integrated theory of organizational structure based on levels of work complexity (time-span) and capability. Both saw management as a critical societal function, but Jaques's system is more rigidly defined by hierarchical strata.

  • McGregor vs. Jaques: McGregor focused on managerial assumptions about employees (Theory X/Y) and their impact on behavior. Jaques also considers human capability but links it to objectively measurable work levels and defined organizational strata. McGregor emphasizes participative management styles; Jaques emphasizes getting the structure and payment equity right as a precondition for effective work and trust, with participation in policy-making within that structure.

  • Herzberg vs. Jaques: Herzberg identified pay as a hygiene factor (its absence causes dissatisfaction, but its presence doesn't alone cause satisfaction). Jaques sees equitable pay (fair differentials) as fundamental to justice and trust, and a precondition for reducing systemic conflict and inflation. Herzberg focused on motivators like achievement and recognition inherent in the work itself. Jaques's framework aims to ensure the work level itself (and its corresponding pay) matches capability, which is intrinsically motivating.

In essence, while all these authors addressed the human and structural aspects of organizations, Jaques's unique contribution is his specific, measurable approach to work levels and his direct linkage of this to equitable payment as a solution to broad economic and social problems.

Who are the most likely readers?

Who does the book's Preface or Foreword describe as the intended readers? The preface does not explicitly name a specific group of intended readers. However, Jaques states his belief that "a serious alternative to both classical economic theory and socialist theory is possible" and that he has "moved into academic areas that are normally the preserve of political scientists, economists, and moral philosophers." (p. ix-x) This implies an audience that includes academics, policymakers, and those engaged in high-level thinking about economic and social systems. The endorsements on page iii from academics and a president of an institute suggest a target audience of executives, thinkers in behavioral sciences, and those interested in organizational rationality and social practice.

What level of manager is most likely to read the book? Also, what specific functional areas of management are likely to be most interested?

  • Level of Manager: Senior executives (CEOs, VPs) and high-level policymakers are most likely to grapple with the broad implications. However, managers at all levels who are concerned with organizational design, job evaluation, and compensation would find the concepts relevant.

  • Functional Areas:

    • Human Resources (HR): Directly impacted by theories of job evaluation, compensation, organizational structure, and employee relations.

    • General Management: Concerned with overall organizational effectiveness, employee morale, and strategic alignment, all of which Jaques's theories address.

    • Strategy/Policy: For those involved in national economic policy or large-scale organizational change.

    • Organizational Design/Development Consultants: The concepts of work-strata and requisite organization are central to this field.

What areas of study specialization are most likely to read the book?

  • Management Theory / Organizational Behavior: The book offers a comprehensive theory of organization and work.

  • Sociology: Particularly industrial sociology and the sociology of organizations, given its focus on "employment societies" and social stratification within workplaces.

  • Political Economy / Political Science: It proposes a significant intervention in national economic and employment policy.

  • Industrial Relations: The analysis of wage bargaining and proposals for pay equity are highly relevant.

  • Economics: While critical of mainstream economics, it offers an alternative framework for understanding inflation, employment, and income distribution.

What is the style of writing? Journalistic to formal academic with full citations.

The style is formal academic. It presents a structured argument, defines terms precisely, and builds a theoretical case. While it aims for clarity, it is dense with concepts. The book uses footnotes for citations and references, characteristic of academic writing, though the main text itself is not overly burdened with them, focusing more on the exposition of Jaques's own framework.

What is the age level of the writing? The writing is aimed at an adult, educated audience, likely at the university or postgraduate level, or professionals with a strong background in social sciences, economics, or management.

Given the subject matter, what is the minimum level of education needed for a basic understanding of the book? A university undergraduate education, particularly in social sciences, economics, or business, would likely be the minimum for a basic understanding of the core concepts and arguments. Familiarity with economic and organizational terminology would be beneficial.

What is the level of education in what fields is needed for a full grasp and ability to use the book in one’s work? For a full grasp and the ability to critically evaluate and potentially apply the concepts (especially the more technical aspects like time-span measurement or designing a "differential concertina"), postgraduate study (Master's or PhD) in fields like organizational psychology, sociology, advanced management studies, labor economics, or public policy would be advantageous. Practitioners would also need considerable experience and potentially specialized training in Jaques's methods (like time-span analysis).

What others say

Are there any controversies or debates involving the author that might influence one’s reading? Yes, Elliott Jaques's work, particularly Stratified Systems Theory (SST) and the concept of time-span of discretion, has been subject to debate and controversy.

  • Determinism/Elitism: Critics sometimes argue that his theories, which link capability to specific time horizons and place individuals within defined work-strata, can be seen as deterministic or elitist, potentially stereotyping individuals or justifying rigid hierarchical structures. Some viewed it as reminiscent of a "totalitarian stratification."

  • Measurement Objectivity: While Jaques presented time-span as an objective measure, the practicality and consistent objectivity of its measurement across diverse roles and organizations have been questioned by some.

  • Universality: The claim of universality for his work-strata and felt-fair pay patterns has also been debated, with questions about cultural and contextual variations.

  • Practicality of Implementation: The feasibility of implementing a nationwide "differential concertina" as proposed would face immense political and practical hurdles. Despite these, his work has also been highly influential and praised for its depth and rigor by many practitioners and academics who have applied his concepts.

How was the book received by CEOs and VPs, organization design and general management consultants, academics, and the public? Include comments from the Academy of Management and the Harvard Business Review.

  • CEOs and VPs: The endorsements in the book itself (p. iii) from figures like Harry Levinson (The Levinson Institute) and quotes found in later works referencing Jaques suggest that some executives found his ideas compelling for rationalizing organizations. For example, A.F. Smith, President and Chairman of Gilbert Associates, Inc., endorsed Jaques's "Requisite Organization" as "down to earth and practical."

  • Organization Design and General Management Consultants: Jaques's work, especially on Requisite Organization, has been foundational for a specific school of organization design consultants. The Global Organization Design Society is a testament to this ongoing influence.

  • Academics: Reception has been mixed. Some academics have built upon his work, particularly in areas of adult development and organizational structure. Others have been critical (as noted in "Controversies"). The book's preface itself acknowledges venturing into territory usually held by economists and political scientists, inviting interdisciplinary scrutiny. A 2012 PhD thesis from Stellenbosch University noted that Jaques "does not form part of mainstream management thinking" and his views are "generally considered to be either outdated or highly contentious," primarily based on "Requisite Organization," but argued for a re-evaluation of his entire body of work.

  • Public: The direct impact on the general public is harder to gauge, but concepts like "midlife crisis" (coined by Jaques) did enter public consciousness. The core ideas of "Free Enterprise, Fair Employment" are quite radical and would require significant public debate if considered for policy.

  • Academy of Management / Harvard Business Review: Specific reviews for this particular book ("Free Enterprise, Fair Employment") from the Academy of Management Journal or Harvard Business Review from the early 1980s are not readily apparent in the immediate search results. However, Jaques did publish articles in HBR, such as "In Praise of Hierarchy" (Jan 1990), indicating his ideas were engaged with in such forums. His work on "felt-fair pay" and its scientific basis was noted as key to conscious capitalism in a Global Organization Design Society paper, referencing a Honeywell study published while Richardson was at the University of Minnesota. The general theories of managerial hierarchy developed by Jaques have been subjects of academic papers and research, indicating engagement from the academic management community.

Reviews: Summarize the top three positive reviews and the three most critical reviews. Finding specific, distinct contemporary reviews for this 1982 book proved challenging in the search. Much of the available commentary discusses Jaques's broader body of work or later books like "Requisite Organization." However, based on the endorsements in the book and general sentiments about his work:

Potential Positive Sentiments (based on endorsements and general support for his theories):

  1. Groundbreaking and Insightful: Likely praised for offering a genuinely new perspective on intractable problems like inflation and unemployment, moving beyond conventional economic explanations (as suggested by the book's flap copy and Levinson's endorsement of Jaques being in the "top rank of thinkers").

  2. Integrative and Rational: Appreciated for providing a systematic and research-based approach to complex issues of pay, work, and organizational structure, offering a path to more rational management (echoed by Argyris's comment on "basic research framed to inform social practice").

  3. Socially Important and Relevant: Seen as addressing critical societal needs for fairness, employment security, and a more just free enterprise system (Ginzberg's comment on the issues needing to be addressed "sooner rather than later," and Burke's "truly important book...policy alternative").

Potential Critical Sentiments (based on general criticisms of Jaques's broader work):

  1. Overly Prescriptive or Rigid: Some might find the proposed "differential concertina" and work-strata too rigid or difficult to implement in a complex, dynamic reality, potentially underestimating political and practical obstacles.

  2. Questionable Universality/Objectivity: Critics might question the universal applicability of the time-span measure and felt-fair pay patterns across all cultures and job types, or the complete objectivity of the measurement process itself.

  3. Impractical Utopianism: The grand vision of achieving national consensus on pay differentials and eliminating coercive bargaining might be seen by some as idealistic and politically naive, given the entrenched nature of existing power structures and interests.

Practical implications

What practical recommendations does the author make for managers or leaders? Are the recommendations universal or primarily for small businesses, large corporations, nonprofits, government agencies, etc.? The primary recommendations are aimed at national policymakers and leaders rather than individual managers within a single enterprise, though the underlying principles have implications for organizational management.

  1. Separate Political Objectives: Treat full employment and fair wage/salary differentials as primary political objectives, not as mere economic regulators. (Universal)

  2. Adopt the Differential Concertina: National governments should establish and annually review a national pay structure based on work-strata and grades determined by time-span measurement. This involves setting the overall national wage bill and the spread of differentials through democratic political consensus. (National Policy)

  3. Ensure Abundant Employment: Implement policies to create and maintain abundant employment, using government investment and public works as buffers if necessary, financed by the equitable pay system. (National Policy)

  4. Distinguish Entrepreneurial Income from Wages: Do not include self-employed entrepreneurial earnings (which are risk-based) in the same incomes policies as employee wages/salaries. (National Policy)

  5. Foster True Free Enterprise: Allow commodity prices and entrepreneurial profits/losses to be determined by market competition, once equitable employment conditions are set. (Universal)

  6. Implement Requisite Organization Internally: While not the main focus of this book, it's implied that organizations should structure themselves according to requisite principles (correct number of layers, clear roles based on time-span) for internal equity and efficiency. (Applicable to large corporations, government agencies, nonprofits – any hierarchical employment system).

  7. Promote Employee Participation: Establish systems for employee participation in policy-making within their employing enterprises, especially concerning changes affecting employment conditions. (Universal for employment systems).

The recommendations for the "differential concertina" and "abundant employment" are explicitly for national-level implementation and thus apply to all employing organizations within that nation (large corporations, government agencies, nonprofits). The principles of understanding work levels and fair pay are universal to employment systems. Small businesses might have simpler structures, but the concept of fair pay for level of work would still apply.

How complete are the methods for implementation? Are there checklists or frameworks for immediate implementation?

  • For National Policy (Differential Concertina): The book provides a conceptual framework and the principles for its operation (e.g., annual review by government, attachment of pay to work-strata). It describes what should be done and why. It doesn't provide a detailed legislative blueprint or a step-by-step project plan for a nation to adopt it.

  • For Time-Span Measurement: This book explains the concept but is not a training manual. Jaques refers to his Time-Span Handbook for the detailed methodology of measurement.

  • For Organizational Structuring: Similarly, this book outlines the work-strata model, but more detailed guidance on implementing "Requisite Organization" is found in other works by Jaques.

There are no simple checklists for immediate implementation of the entire national system within this volume. The implementation would be a massive undertaking requiring political will, legislative action, and specialized expertise. However, the framework for the structure of the pay system is clearly laid out.

Are there success stories from organizations that used the author’s approach? This book primarily proposes a national policy framework. Therefore, there are no "success stories" of nations having implemented the full "Free Enterprise, Fair Employment" model as described. However, elements of Jaques's theories, particularly time-span of discretion, work-strata, and principles of requisite organization, have been applied in numerous individual corporations and organizations worldwide over decades, often with reported successes in terms of improved clarity, efficiency, and perceived fairness. The Glacier Project itself was a long-term action research program where these ideas were developed and tested within a company. Companies like Gilbert Associates Inc. have endorsed the practicality of his concepts. The continued existence and work of the Global Organization Design Society and consultants specializing in Requisite Organization point to ongoing application in various enterprises.

Are there any pitfalls or challenges the author warns about in applying the ideas? Jaques acknowledges the profound challenges:

  1. Political Will: The greatest challenge is mustering the political will to openly debate and decide on differential pay, an issue "among the most distasteful of all political issues." (p. 65)

  2. Overcoming Existing Power Structures: The shift from coercive bargaining to a politically determined system requires relinquishing established power dynamics by unions and employers.

  3. Understanding and Acceptance: The concepts, particularly time-span and the rationale for differentials, require significant understanding and acceptance to be implemented effectively.

  4. Potential for Collusion: Jaques briefly mentions the possibility of employers and employees colluding to subvert the national pay policy (e.g., by mis-grading roles) but suggests this could be monitored and controlled. (p. 108)

  5. Maintaining Discipline with Abundant Employment: He notes that abundant employment could undermine discipline if not counterbalanced by performance appraisal and merit-based progression within pay brackets. (p. 92)

  6. Complexity of Macroeconomic Management: While simplifying some aspects, managing the general level of wages in relation to the broader economy remains a complex political and economic task. (Chapter 9)

What short-term vs. long-term benefits does the author claim might result from applying the book’s ideas?

  • Short-Term Benefits:

    • Reduction in pay leapfrogging and the associated cost-push inflation.

    • Increased clarity in wage and salary structures.

    • A basis for more rational discussions about pay and economic conditions.

    • Potential for immediate improvement in morale in organizations that begin to apply principles of fair work-level assessment.

  • Long-Term Benefits:

    • Sustainable non-inflationary abundant employment.

    • A more stable and predictable economic environment.

    • Strengthened democratic processes and national cohesion due to perceived fairness and justice in the economic sphere.

    • Increased national morale and trust between citizens, employers, and the government.

    • Elimination of the need to use unemployment as an economic control.

    • Greater equality of opportunity.

    • More effective and efficient organizations.

    • A society better able to adapt to economic changes and share burdens or gains equitably.

    • Reduction in social alienation, despair, and potentially crime and violence stemming from economic injustice and unemployment. (p. 131)

How can I get the book

  • Free download on the Global Organization Design Society website: A direct free download of this specific book was not found on the Global Organization Design Society website in the search, although they host many articles and resources related to Jaques's work. They do offer books for sale or links to them.

  • Free download for Z-library: Searching Z-library or similar "shadow libraries" might yield results, but providing direct links to such sites is generally not done due to copyright concerns. Users would need to search such platforms themselves.

  • Amazon.com URL for the book:

Major organizations and consulting firms that provide Requisite Organization-based services

A global association of academics, managers, and consultants that focuses on spreading RO implementation practices and encouraging their use
Dr. Gerry Kraines, the firms principal, combines Harry Levinson's leadership frameworks with Elliott Jaques's Requisite Organization. He worked closely with Jaques over many years, has trained more managers in these methods than anyone else in the field, and has developed a comprehensive RO-based software for client firms.
Former RO-experienced CEO, Ron Harding, provides coaching to CEOs of start-ups and small and medium-size companies that are exploring their own use of RO concepts.  His role is limited, temporary and coordinated with the RO-based consultant working with the organization
Founded by Gillian Stamp, one of Jaques's colleagues at Brunel, the firm modified Jaques;s work-levels, developed the Career Path Appreciation method, and has grown to several hundred certified assessors in aligned consulting firms world-wide recently expanding to include organization design