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CRITICAL PERSPECTIVES ON MANAGEMENT (How employees cope with conflicting…
CRITICAL PERSPECTIVES ON MANAGEMENT
An Ideal worker & professional identity
IDEAL WORKER
prioritise work, personal needs & health
should be totally committed to and always available to their duties
embrace the expectation would result in rich rewards (esp professional & managerial position)
PROFESSIONAL IDENTITY
Expected: employer expectations & beliefs
Experienced: own expectations & beliefs
role identities comprises of goals, values, beliefs, norms, interaction styles & time horizons associated with role given
employees profession expect workers to conform to ideal worker image
conflict often arises worker does no meet ideal image
expectation has led to persisting gender inequality in the workplace
How organisation control employees' professional identity
Structure of work
Successful performance contingent upon prioritizing work above all
Performance evaluations
Reward those who fill expected professional identity requirements
Consequences of Using Integrated Identity Management Strategies for Professional
Gender Differences
Reasons: often attributed to women are more likely to utilise formal accommodations provided by employer than men
Senior audience perceptions of professionals --- performance evaluation system
On average
Men: equally likely to pass as well as reveal
Women : less likely to pass high-status audiences, more likely to reveal
External Perceptions and Performance Evaluation
High-Performance Ratings
Results in stable and straightforward career paths and accelerated advancement
Given to:
Those who embrace the expected professional identity
Those who use passing identity management strategies when facing conflicts
Low-Performance Ratings
Given to those who use revealing identity management strategies when facing conflicts
Results in missing out on promotions and/or unstable career trajectories
How employees cope with conflicting professional identities
Congruence vs. conflict: if they agree together will results in less conflict
By passing: disclosure of non-membership in favoured group
By revealing: misrepresentation of membership in favoured group
Personally altering the structure of work. E.g. Working from home
Seeking assistance in restructuring work. E.g. Seeking parental and/or career's leave
Hiding or sharing personal information. E.g. how they control their personal information
Off-ramps and on-ramps
Many women take an off-ramp at some point: .
PUSH 17% of women say they took an off-ramp, at least in part, because their jobs were not satisfying or meaningful. 6% of women stopped working because the work itself was too demanding
PULL children (43%), caring for elderly parents or other family members (24%), and personal health issues (9%).
women lose an average of 18% of their earning power when they take an off-ramp
lose 37% of their earning power when they spend three or more years out of the workforce.
On-ramps
create reduced hour jobs
provide flexibility in days
provide flexibility in the arc of career
remove the stigma
stop burning bridges: only 5% interested in joining company they left
provide outlets for altruism
nurture ambition