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Critical Perspectives on Managements and Organisations (Professional…
Critical Perspectives on Managements and Organisations
Professional Identity
Ideal Worker
one who is totally committed to and always available to fulfil his/her work duties
Expected
employee expectations and beliefs
Experienced
own expectations and beliefs
when the experienced professional identity doesn't match the image of an ideal worker there is conflict
made up of goals, values, beliefs, norms, interaction styles, and time horizons
Organisation control of employees professional identity
Structure of work - structures organisations puts in place ie giving you IT to be on call 24/7 at home, expecting employees to be available at all times
Performance evaluation
high ratings are given to those who embrace the expected professional identity
Those who use passing identity management strategies to cope with conflict
Low performance rating given to those who use revealing indignity management strategies to cope with conflict
High performance eating results in stable and straightforward career paths and at times accelerated advance,went while low performance ratings results in missing out on promotions and/or unstable career trajectories
Congruence vs. Conflict
Employee won't experience conflict if expected and experienced professional identities are in sync and congruent
This is very rare, so vast majority experience conflict
Historically, women are main cohort researchers focus on as experiencing the conflict, due mostly to children, but due to diversity, research indicates now that conflict is not restricted to them
How professionals cope with conflict
Professionals cope with conflicting identities by stealing from expected identities
Passing - intentional or accidental misrepresentation of membership in the favoured group (ie expected professional identity)
in-group fits ideal worker
"straying" is the main way
Revealing - intentional or accidental disclosure of non-membership in the favoured group (ie expected professional identity)
Tools for Straying
Passing
work on internal projects to reduce travel
work from home
cultivate local client base to reduce need for travel
Revealing
apply for reduced work load
seek parental/carer's leave
For passing and revealing
depending how employees share or hide personal information will dictate which method of coping they use
Factor's influencing the use of passing and/or revealing
Closeness of relationship
Perceived access to formal accomodations
Audience status: pass to high-status audiences, reveal to same status ones
Extremity of the conflict experienced
Spillover of perceptions across audiences
passing to high-status audiences tends to facilitate passing to equal or low-status audiences
revealing to high-status audiences leads to broader audiences also being revealed to, across the organisation
revealing to close colleagues often means the individual re-structures work enablng them to pass to wider high-status audiences
Gender Differences
There are significantly less women represented in high status jobs.
Women are more likely to reveal to a high- status audience then pass.
Men however are equally likely to use revealing or passing identity management strategies.
The reasons for the differences between Men and women are complex. A linking argument is because women are more likely to utilise formal accommodation then men.
The audience effect how people manage, Four factors such as: statues, Relationship, expected access to formal accommodations and degree of conflict between individuals.