Bài giảng Organisational behaviour - Chapter 18 Employment relationship and career dynamics

Employment relationship and career dynamicsChapter learning objectivesDiscuss the different types of psychological contract. Identify three types of trust in organisational settings. Discuss the employment trends of employability and casual work.Discuss the two primary functions of organisational socialisation.Describe the stages of organisational socialisation. Explain how realistic job previews and socialisation agents assist the socialisation process.Describe the main features of Holland’s theory of occupational choice.Explain why lateral career development has become more common.Explain why boundaryless careers have become more common.List five strategies that assist personal career development.2 2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and TravaglioneCareening careers at Lend LeaseDebbie McNamara (shown) and other Lend Lease employees experience ‘careening careers’, where they are constantly challenged with new projects and learning opportunities. Courtesy of Lend Lease3 2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and TravaglionePsychological contract definedBeliefs about the terms and conditions of a reciprocal exchange agreement between that person and another partyInherently perceptual – both parties may have different interpretations of the psychological contractCourtesy of Lend Lease4 2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and TravaglioneTransactional vs relational contractsTransactionalcontractsRelationalcontractsTime-frameOpen-endedand indefiniteClosed-endedand short-termStabilityDynamicStaticPervasiveNarrowScopeMore subjectiveWell-definedTangibilityEconomic & socioemotionalEconomicFocus5 2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and TravaglioneThree types of trustIdentificationKnowledgeHighest level of trustBased on mutual understandingMedium level of trustBased on predictabilityCalculusMinimal level of trustBased on sanctions6 2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and TravaglioneJob security versus employabilityJob securityLifetime job securityJobs are permanentCompany manages careerLow emphasis on skill developmentEmployabilityLimited job securityJobs are temporaryCareer self-managementHigh emphasis on skill development7 2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and TravaglioneCasual work definedAny job in which the individual does not have an explicit or implicit contract for long-term employment, or minimum hours of work can vary non-systematically.8 2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and TravaglioneTypes of casual workersFreeagentsTemporarytemporaries(Transition topermanentworkforce)Desire forpermanentemploymentAbility to getpermanent employmentHighHighLowTransients9 2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and TravaglioneReasons for casual workProvides more flexibilitycontracting required skills is faster than retrainingPotentially reduces costslower pay, fewer benefits, less union powerEasier to contract servicesinformation technology supports free agents10 2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and TravaglioneCasual workforce issuesJob satisfactionmixed evidence that free agents and temporary temporaries are more or less satisfiedJob performancetransactional psychological contractlower skills and experiencemay be higher for free agents 11 2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and TravaglioneOrganisational socialisation definedThe process by which individuals learn the values, expected behaviours and social knowledge necessary to assume their roles in the organisation.12 2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and TravaglioneInsiderChanging roles and behaviourResolving conflictsStages of socialisationNewcomerTestingexpectationsOutsiderGathering informationForming psychological contractPre-employmentStageEncounterstageRole management13 2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and TravaglioneIndividualattractsorganisationIndividualselectsorganisationOrganisationattractsindividualOrganisationselectsindividualConflict AConflict BConflict CConflict DPre-employment socialisation conflicts14 2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and TravaglioneBenefits of realistic job previewsLess turnover, higher job performanceLess reality shockVaccination effectApplicants self-select themselvesBuilds loyalty15 2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and TravaglioneHolland’s occupational choice theoryCareer success depends on fit between the person and work environment Holland identifies six ‘themes’ represent work environment and personality traits/interestsHigh differentiationperson is aligned with one theme, not mixed across two or more themesHigh consistencyperson’s preferences relate to similar themes (adjacent themes in Holland’s hexagon)16 2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and TravaglioneLateral career developmentCareer success defined as challenging work, not number of steps up the hierarchyReasons for lateral careersCareer ladder still clogged with baby boomersMore consistent with team-based organisationsMore consistent with shift from job status to competencies17 2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and TravaglioneStephen Anderson’s boundaryless careerStephen Anderson, chief executive of Foodstuffs (SI) Ltd has followed a boundaryless career with more twists and turns than the roads surrounding Otago, New Zealand, where he was raised.© Otago Daily Times (NZ)18 2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and TravaglioneBoundaryless careersCareers operate across organisational and industry boundaries, not just within one company.Reasons for boundaryless careersDownsizing forced job changesEmployability psychological contractJob hopping viewed more favourably© Otago Daily Times (NZ)19 2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and TravaglioneDealing with boundaryless careersProvide more career opportunities within the organisationTry to build more loyalty Recognise that some job hopping is inevitable and desirablekeep track of former employeeswelcome back those who leave © Otago Daily Times (NZ)20 2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and TravaglioneCareers: rules for the road aheadUnderstand your needs and valuesUnderstand your competenciesSet career goalsMaintain networksGet a mentor21 2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and TravaglioneEmployment relationship and career dynamics