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Journal Article Analysis: Connectivity and Work Dominance: Panacea or Pariah?

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  1. Introduction
  2. Journal Article Analysis: Connectivity and Work Dominance: Panacea or Pariah?
  3. Research question and methodology
  4. Research design
  5. Results, findings and conclusions
  6. Implications for professional development
  7. Conclusion

Work-connecting technologies (WCT) have significantly changed the face of work and still have a brilliant facilitative potential. Yet, WCT more than often aggravates such tendencies as working for longer hours especially in young professionals. This connectivity provides a constant availability to work and drives the expectations that more has to be done, which results to longer working hours thus diminishing the level of flexibility. It is thus very essential to look into what is needed in the derivation of the utmost gains in WCT. Stoner, Stephens and McGowan (2009) proposes four interrelated perspective which are essential viewpoints. Questions still remain; does WCT really influence the lives of young professionals and managers? What impact has WCT had in the working environment? Who are the main beneficiaries of this technology? This paper analyses the viewpoints-Cultural dynamics, organisational practises, leadership attitudes and actions, and personal choices as depicted in the journal article: Connectivity and Work Dominance: Panacea or Pariah?

Journal Article Analysis: Connectivity and Work Dominance: Panacea or Pariah?
Work-connecting technology offers a wide range of options concerning the location of work and when it's done.

The limits between work and different types of our lives have constantly been vague especially for the upward mobile professionals and managers. Currently, managers are not only working a whole lot more than previous generations, but also overshadowing their personal and family times with the work demands. Young professionals are predominantly susceptible to and in this case most affected by the complex interactions of work dominance (Stoner, Stephens, & McGowan, 2009). They increasingly serve as team leaders in first-line administrative positions with similar technical experts. At the same time, they usually have young families and hence constantly experience higher family obligations.

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