Changing expectations and sustaining bonds. Organizing the work relationship in times of non- standard employment. Flex Work Conference, Leuven October

Changing expectations and sustaining bonds.Organizing the work relationship in times of non-standard employment.

Flex Work Conference, LeuvenOctober 27-28, 2011

Pamela Wehling

Ruhr-University BochumInstitute of Work [email protected]

Sonja Teupen

Ruhr-University BochumInstitute of Work [email protected]

2Changing expectations and sustaining bonds | Wehling, Teupen | Leuven | October 27-28, 2011

1. Research Question

How do the changes regarding organization,

work and employment alter the bond

between employees and the organization?


2. Theoretical Approach

1. Work relationship as an economic and social exchange

process (Blau 1964)

2. The social norm of reciprocity as stabilizing the work

relationship (Gouldner 1960; 1984)

3. The psychological contract as concretizing the bond

between an employee and his organization (Rousseau

1989; 1995; 2001)


3. Methodological Approach

‘Standard’ employee ‘Non-standard’ employee

‘Non-standard’ employer

Change?

Stability?

Qualitative research design – 4 extreme types

‘Standard’ employer

Stability?

Change?

1

3

2

4


4. Findings: Psychological Contract

Loyality due to a long-term relationship to stabilise the relationship

Independency from hierarchy from the contracting person

Professionalism Continuous task orientation Short-term focus on results

Personnel development

As the organizations‘ responsibility

As one‘s own responsibility

Work-Life-Balance

Delimitation as leadership responsibility

Delimitation as personal responsibility

Security Continued employment taken for granted

Employment perspective through the maintenance of networks

Orientation towards the organization Orientation towards the profession

‘Standard’ employee ‘Non-standard’ employeeChange?


4. Findings: Security Perceptions

"(...) to have the feeling that my job is, let's say, 90% secure. That's the

security that I think is very very important.”

“Security is the beginning of the disaster. (…)”


Standard employee Non-standard employeeSecurity Job security, guaranteed by an

open-ended contract.Security is primarily associated with financial security through project opportunities.

Threats Poor economic situation of the company.

Uncertainty about further projects.

Strategies for Securing

Requesting information on the economic development of the company.Targeted search for a “long-term perspective” (open-ended contract).

Building networks.Savings, income of partner.

Awareness that absolute (job) security does no longer exist (‘relative security’).Increasingly risk-averse because of age and family obligations.



4. Findings: Psychological Contract

Maintaining interests of the organization

Entrepreneurship and Proactivity

Honesty and reliability

Employees‘ background

Employees willing to make decisions and take on responsibility

Creative, market-oriented and socially competent individuals

Manner of cooperation

Compliance with organizational rules

Partnership-like relationship

Work Conditions Reasonable work conditions Freedom for creativity

Personnel Development

Continuous training Providing opportunities for development

Employment security is not addressed Awareness

Reference to more flexbility Reference to traditional values

‘Standard’ employer ‘Non-standard’ employerChange?


"Uncertainty is standard”

"I am indeed no life insurance”



Standard employer Non-standard employerJob security does no longer exist.

Security Perception that an indefinite employment contract conveys the employees a sense of security.

Employer does not feel responsible for the creation of security.Gaining security is in the responsibility of the work force.

Threats Fixed-term contracts as a risk because good people can possibly not be recruited or kept.

Cooperation with freelancers implies the risk of fluctuation.

Strategies for securing

Open communication about business numbers.If the economic situation permits it, a permanent employment contracts is granted.

Maintaining a long-term cooperation, built on values such as trust, honesty and openness.Providing planning reliability and a perspective.



4. Findings: Approx. congruent cognitions

‘Non-standard’ employeedistance, focus on professionalism;

perceived financial security is ensured in particular through job prospects

‘Non-standard’ employercloseness, focus on trad. Values;

try to give an early perspective on future projects

Stability?

‘Standard’ employeeentrepreneurship within the organization;perceived security through an open ended

contract

Stability?

‘Standard’ employerentrepreneurship within the organization;

try to provide an open ended contract


5. Conclusions: Asynchronies & Contradictions

• Changes in forms of work organization are accompanied by changed expectations, needs and demands.

• Coexistence of relational and transactional psychological contract contents: Flexibility and employability complement security and loyality.

• Bonds have changed but keep approximately stable at the same time, because they have changed on the part of the employer and the employee.

• Expectations and promises are primarily aimed at compensating the structural deficiencies of the respective exchange context.


ThanX!

Documents

Changing expectations and sustaining bonds. Organizing the work relationship in times of non- standard employment. Flex Work Conference, Leuven October