<p><strong>Aim:</strong> The aim of this study is to explore, discuss and analyse patterns that make up a successful multicultural labour marketing and management. Riihimäki Würth Ltd. employees´ experiences have been used as an example of multicultural labour management.</p><p>In the report, the following research questions have been answered:</p><ul><li><p>What are the main cultural differences in multicultural working place?</p></li><li><p>What are the benefits and challenges of multicultural working environment?</p></li><li><p>How do Finnish managers prepare employees on multicultural working environment, prevent, solve problems that are caused by multicultural working environment and, promote multicultural working environments.</p></li><li><p>What are the lessons learned from multicultural working environment?</p></li></ul><p>Culture can be best expressed in the interactions of values, attitudes and behavioural assumptions of society. We must be able to unpack the culture concept (Schwartz 1994).</p><p>I have worked as a government labour consultant/officer in Finland for 7yrs. I used my knowledge of today’s Finnish labour market condition to get a full picture of the cultural labour marketing possibilities.</p><p>Method: I picked four big companies in Finland that practice multicultural labour strategies from our clients’ registration data system and send them an email offer to interview their employees. Only Riihimäki Würth Ltd. took my offer and booked me in as a visitor. I interviewed five natives and five migrant employees in Riihimäki Würth Oy company in Finland that fix and assemble materials like screws, screw accessories, dowels and plugs, chemical products, furniture and construction fittings, tools, and stock keeping and picking systems.</p><p>Common denominator for all ten respondents was an over one-year experience in multicultural working environment. I walked around the building, selected 10 employees by random, contacted face-to-face oral interviews and recorded their answers using my Video camera.</p><p>Findings on how the respondents have handled their multicultural working environment are discussed in the analysis. Employees’ suggestions on how to create and manage multicultural working environment have been reviewed too.</p><p> </p><p><strong>Result and conclusions:</strong> My conclusion is that cultural differences may not affect unskilled working environment (like the researched warehouse operating Würth Ltd. company), as long as all the employees are treated equally. Carrying out of given duties in unskilled working place is the same in a warehouse company despite of the country of origin.</p><p>The Würth Ltd. unskilled labour respondents provided evidence that equal salary, treatment, sharing of duties and other benefits could be the key to successful multicultural working environment, marketing and management. It creates harmony, kindness and friendliness in the air that I too, witnessed while walking around the building before the interview.</p><p>Learning the native or working language is very important to enable communication and career progress even in Würth’s unskilled warehouse multicultural working environment, marketing and management.</p><p><strong>Researched company has 126 employees in 379 departments of which 28 are migrants from Vietnam, Morocco, Kosovo, Germany, Russia, Estonia, Egypt, Kuwait, Bangladesh, Japan and Philippines. It hired the first foreign employee in 1990 but none of foreign employees has ever been promoted. This could be a multicultural working environment dark side or failure. Multicultural marketing in Finland might not be the right strategy or solution for ambitious foreigners who are interested and looking for quick career advancements or career progress if this is the case in most of the Finnish multicultural working places.</strong></p><p>I suggests the following for future research:</p><ul><li><p>A deeper study on communication in a multicultural working environment: How can information be easily and successfully communicated in a working environment where employees do not share a common language.</p></li><li><p>Promotions: How can foreign employees advance their career in a foreign labour market if their native language skill is below the native or required standard, but the job skills are excellent?</p></li><li><p>Why Finland attracts and uses more foreigners for unskilled labour than skilled?</p></li></ul><p>Contribution of the study: The study offers a pattern and lays down a background for further studies on multicultural labour force. It may reduce the fear of multicultural working environment. It might help the managers and companies to overcome prejudices on cultural differences and barriers. Some organisations and networks (e.g. The Municipality of Riihimäki town, TJS ; STTK and AKAVA union education institute and Mosaiikki project sponsored by Ministry of Migration) have already copied my research interview DVD to use as a guideline for training new foreign employees and managing multicultural working environments strategies. I believe that it might help marketing managers to create better multicultural labour marketing strategies.</p>

Aim: The aim of this study is to explore, discuss and analyse patterns that make up a successful multicultural labour marketing and management. Riihimäki Würth Ltd. employees´ experiences have been used as an example of multicultural labour management. In the report, the following research questions have been answered: What are the main cultural differences in multicultural working place? What are the benefits and challenges of multicultural working environment? How do Finnish managers prepare employees on multicultural working environment, prevent, solve problems that are caused by multicultural working environment and, promote multicultural working environments. What are the lessons learned from multicultural working environment? Culture can be best expressed in the interactions of values, attitudes and behavioural assumptions of society. We must be able to unpack the culture concept (Schwartz 1994). I have worked as a government labour consultant/officer in Finland for 7yrs. I used my knowledge of today’s Finnish labour market condition to get a full picture of the cultural labour marketing possibilities. Method: I picked four big companies in Finland that practice multicultural labour strategies from our clients’ registration data system and send them an email offer to interview their employees. Only Riihimäki Würth Ltd. took my offer and booked me in as a visitor. I interviewed five natives and five migrant employees in Riihimäki Würth Oy company in Finland that fix and assemble materials like screws, screw accessories, dowels and plugs, chemical products, furniture and construction fittings, tools, and stock keeping and picking systems. Common denominator for all ten respondents was an over one-year experience in multicultural working environment. I walked around the building, selected 10 employees by random, contacted face-to-face oral interviews and recorded their answers using my Video camera. Findings on how the respondents have handled their multicultural working environment are discussed in the analysis. Employees’ suggestions on how to create and manage multicultural working environment have been reviewed too.   Result and conclusions: My conclusion is that cultural differences may not affect unskilled working environment (like the researched warehouse operating Würth Ltd. company), as long as all the employees are treated equally. Carrying out of given duties in unskilled working place is the same in a warehouse company despite of the country of origin. The Würth Ltd. unskilled labour respondents provided evidence that equal salary, treatment, sharing of duties and other benefits could be the key to successful multicultural working environment, marketing and management. It creates harmony, kindness and friendliness in the air that I too, witnessed while walking around the building before the interview. Learning the native or working language is very important to enable communication and career progress even in Würth’s unskilled warehouse multicultural working environment, marketing and management. Researched company has 126 employees in 379 departments of which 28 are migrants from Vietnam, Morocco, Kosovo, Germany, Russia, Estonia, Egypt, Kuwait, Bangladesh, Japan and Philippines. It hired the first foreign employee in 1990 but none of foreign employees has ever been promoted. This could be a multicultural working environment dark side or failure. Multicultural marketing in Finland might not be the right strategy or solution for ambitious foreigners who are interested and looking for quick career advancements or career progress if this is the case in most of the Finnish multicultural working places. I suggests the following for future research: A deeper study on communication in a multicultural working environment: How can information be easily and successfully communicated in a working environment where employees do not share a common language. Promotions: How can foreign employees advance their career in a foreign labour market if their native language skill is below the native or required standard, but the job skills are excellent? Why Finland attracts and uses more foreigners for unskilled labour than skilled? Contribution of the study: The study offers a pattern and lays down a background for further studies on multicultural labour force. It may reduce the fear of multicultural working environment. It might help the managers and companies to overcome prejudices on cultural differences and barriers. Some organisations and networks (e.g. The Municipality of Riihimäki town, TJS ; STTK and AKAVA union education institute and Mosaiikki project sponsored by Ministry of Migration) have already copied my research interview DVD to use as a guideline for training new foreign employees and managing multicultural working environments strategies. I believe that it might help marketing managers to create better multicultural labour marketing strategies.

<p>My research examines the political role of unions, as the collective voice of Canadian cultural workers, in connection to the cultural policies that shape their memberships’ personal and professional lives. I examine the policy advocacy strategies of Alliance of Canadian Cinema, Television and Radio Artists; the Directors Guild of Canada; the Writers Guild of Canada; the Communication, Energy and Paperworkers Union of Canada; and the International Alliance of Theatrical and Stage Employees IATSE, as members of federal and provincial cultural policy networks.</p> <p>I argue that changes in cultural policy influence the level of participation and the political strategies of the unions and guilds in federal and provincial cultural policy networks. Shifts in organizational and political strategies affect the ways that unions articulate their interests as policy problems; this, in turn, affects the ways in which issues and problems are understood and acted upon by decision-makers in policy reforms. While most of the unions and guilds, particularly at the federal level, have been active in cultural policy networks for several decades, unions at both federal and provincial levels are increasingly partnering with the employers – the independent producers – in their policy interventions. Analysis of my case studies leads me to conclude that this strategy is paradoxical for unions. While a partnership approach from a “production industry” standpoint arguably increases union access to and credibility with policy decision-makers, it can compromise or obscure how unions articulate cultural policy problems as <em>labour</em> problems. When unions engage in policy advocacy either independently or as a labour coalition, the direct relationship between cultural policy and its specific impact on labour markets and working conditions is most evident.</p> / Doctor of Philosophy (PhD)

This thesis explores precarization of work and subject formation in seven post-referendum Brexit novels through theories of cognitive capitalism and biopolitical production. The analysis is anchored in Michael Hardt and Antonio Negri’s reconceptualization of Michel Foucault’s notion of biopolitics. Hardt and Negri combine the concept of biopolitics with contemporary theories of cognitive capitalism and immaterial labour, to illuminate how subjects are subsumed into a system of biopower in which capitalistic production has become biopolitical production. I argue that the Brexit novels examined in this thesis demonstrate how the intrinsic bond between production and life shapes the characters’ relationship to the referendum. As the characters are caught between individual goals and communal values, in a system that demands that they take sole responsibility for their own success while also being responsible democratic citizens, the referendum produces conflicted subjects that experience deep internal and external conflicts in relation to Brexit.