Upload
addison-dobie
View
216
Download
0
Tags:
Embed Size (px)
Citation preview
Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved. McShane/ Von Glinow 2/e
Employment Employment Relationship Relationship and Career and Career DynamicsDynamics
Employment Employment Relationship Relationship and Career and Career DynamicsDynamics
C H A P T E RC H A P T E R 1818
Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved. McShane/ Von Glinow 2/e
Dan Schmitt’s CareerDan Schmitt’s Career
Dan Schmitt worked as operations
manager at the Richmond
Coliseum, temporary labor seller at
Interim Services Inc., and
marketing manager at the
Richmond Athletic Club. These
diverse job experiences came
together when Schmitt launched
RMC Events Inc., a Richmond,
Virginia-based entertainment
events security firm.
D. Hoffmeyer/ Richmond Times-Dispatch
Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved. McShane/ Von Glinow 2/e
Psychological Contract DefinedPsychological Contract Defined
Beliefs about the terms and conditions of a reciprocal exchange agreement between that person and another party.
Inherently perceptual – both parties may have different interpretations of the psychological contract
D. Hoffmeyer/ Richmond Times-Dispatch
Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved. McShane/ Von Glinow 2/e
Transactional v. Relational ContractsTransactional v. Relational Contracts
TransactionalContracts
RelationalContracts
Time-frame Open-endedOpen-endedand indefiniteand indefinite
Closed-endedClosed-endedand short-termand short-term
Stability DynamicDynamicStaticStatic
PervasivePervasiveNarrowNarrowScope
More subjectiveMore subjectiveWell-definedWell-definedTangibility
Economic & Economic & socioemotionalsocioemotionalEconomicEconomicFocus
Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved. McShane/ Von Glinow 2/e
Three Types of TrustThree Types of Trust
IdentificationIdentification
KnowledgeKnowledge
Highest level of trustBased on mutual understanding
Medium level of trustBased on predictability
CalculusCalculusMinimal level of trustBased on sanctions
Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved. McShane/ Von Glinow 2/e
Job Security versus EmployabilityJob Security versus Employability
Job SecurityJob Security
• Lifetime job securityLifetime job security
• Job are permanentJob are permanent
• Company manages Company manages careercareer
• Low emphasis on skill Low emphasis on skill developmentdevelopment
EmployabilityEmployability
• Limited job securityLimited job security
• Jobs are temporaryJobs are temporary
• Career self-Career self-managementmanagement
• High emphasis on skill High emphasis on skill developmentdevelopment
Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved. McShane/ Von Glinow 2/e
R. Kruyt, Vancouver Sun
Adina Trowhill Smith, Free AgentAdina Trowhill Smith, Free Agent
As a ‘virtual assistant,’ Adina Trowhill
Smith provides administrative support
to people who are starting their own
businesses or need extra help on
quick notice. Smith has found more
career fulfillment as a “free agent”
than in her previous job as an
employee with a computer firm.
Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved. McShane/ Von Glinow 2/e
Contingent Work DefinedContingent Work Defined
Any job in which the individual
does not have an explicit or implicit
contract for long-term employment,
or minimum hours of work can vary
nonsystematically.
R. Kruyt, Vancouver Sun
Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved. McShane/ Von Glinow 2/e
Types of Contingent WorkersTypes of Contingent Workers
FreeFreeAgentsAgents
TemporaryTemporaryTemporariesTemporaries
(Transition to(Transition topermanentpermanentworkforce)workforce)
Desire forPermanent
Employment
Ability to GetPermanent Employment
High
HighLow
TransientsTransients
Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved. McShane/ Von Glinow 2/e
Reasons for Contingent WorkReasons for Contingent Work
Provides more flexibilityContracting needed skills is faster than retraining
Potentially reduces costsLower pay, fewer benefits, less union power
Easier to contract services Information technology supports free agents
Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved. McShane/ Von Glinow 2/e
Contingent Work Force IssuesContingent Work Force Issues
Job satisfactionMixed evidence that free agents and temporary
temporaries are more or less satisfied
Job performanceTransactional psychological contractLower skills and experienceBut may be higher for free agents
Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved. McShane/ Von Glinow 2/e
Organizational Socialization DefinedOrganizational Socialization Defined
The process by which individuals learn
the values, expected behaviors, and
social knowledge necessary to assume
their roles in the organization.
Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved. McShane/ Von Glinow 2/e
• InsiderInsider
• Changing roles Changing roles and behaviorand behavior
• Resolving Resolving conflictsconflicts
Stages of SocializationStages of Socialization
• NewcomerNewcomer
• TestingTestingexpectationsexpectations
• OutsiderOutsider
• Gathering Gathering informationinformation
• Forming Forming psychological psychological contractcontract
Pre-EmploymentPre-EmploymentStageStage
EncounterEncounterStageStage
Role Role ManagementManagement
Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved. McShane/ Von Glinow 2/e
IndividualIndividualAttractsAttracts
OrganizationOrganization
IndividualIndividualSelectsSelects
OrganizationOrganization
OrganizationOrganizationAttractsAttracts
IndividualIndividual
OrganizationOrganizationSelectsSelects
IndividualIndividual
Conflict A
Conflict B
Conflict C Conflict D
Pre-employment Socialization ConflictsPre-employment Socialization Conflicts
Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved. McShane/ Von Glinow 2/e
Benefits of Realistic Job PreviewsBenefits of Realistic Job Previews
Less turnover, higher job performance
Less reality shock
Vaccination effect
Applicants self-select themselves
Builds loyalty
Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved. McShane/ Von Glinow 2/e
Holland’s Occupational Choice TheoryHolland’s Occupational Choice Theory
Career success depends on fit between the person and work environment
Holland identifies six “themes” Represent work environment and personality
traits/interests
High Differentiation Person is aligned with one theme, not mixed across
two or more themes
High consistency Person’s preferences relate to similar themes
(adjacent themes in Holland’s hexagon)
Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved. McShane/ Von Glinow 2/e
Lateral Career DevelopmentLateral Career Development
Career success defined as challenging work, not number of steps up the hierarchy
Reasons for lateral careers Career ladder still clogged with baby boomers More consistent with team-based organizations More consistent with shift from job status to
competencies
Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved. McShane/ Von Glinow 2/e
Boundaryless CareersBoundaryless Careers
Idea that careers operate across company and industry boundaries, not just in one organization
Reasons for boundaryless careers Downsizing forced job changes Employability psychological contract Job hopping viewed more favorably
Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved. McShane/ Von Glinow 2/e
Dealing with Boundaryless CareersDealing with Boundaryless Careers
Provide more career opportunities within the organization
Try to build more loyalty
Recognize that some job hopping is inevitable and desirable keep track of former employeeswelcome back boomerangers
Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved. McShane/ Von Glinow 2/e
Andrew Wang’s Career DevelopmentAndrew Wang’s Career Development
Rather than jumping into a
dotcom start-up, Andrew Wang is
thinking about joining a company
more aligned with his personal
interests. “I’ve had this lifelong
interest in cycling, so I'm now
looking at the recreational
industry for product-management
positions,” says Wang, a recent
MBA graduate.
R. Harbison, © Christian Science Monitor
Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved. McShane/ Von Glinow 2/e
Careers: Rules for the Road AheadCareers: Rules for the Road Ahead
Understand your needs and values
Understand your competencies
Set career goals
Maintain networks
Get a mentor
R. Harbison, © Christian Science Monitor
Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved. McShane/ Von Glinow 2/e
Employment Employment Relationship Relationship and Career and Career DynamicsDynamics
Employment Employment Relationship Relationship and Career and Career DynamicsDynamics
C H A P T E RC H A P T E R 1818