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Critical Perspectives on Management and Organisations (how do…
Critical Perspectives on Management and Organisations
An ideal worker & the profession identity
ideal worker
available 24/7/365
totally committed
those who embrace are richly rewarded
professional identity
identifies comprise of goals, values, beliefs, norms, interaction analysis
forms
expected
employer expectations and beliefs
experienced
own experiences and beliefs
organisations expect employees to conform to ideal worker image
when experienced professional identity does not meet the ideal worker image conflict arises
how do organisations control employees' professional identity?
structure of work
prioritise work demands over all other life demands
perfomance evaluations
rewards those who fulfil such expected professional identity requirements
together creates a self-fulfilling prophecy of employees who adopt the expected professional identity
how do employees cope with conflicting professional identities?
congruence vs. conflict
a large percentage of professionals experience conflict
if employee's expected and experienced professional identities are in sync they are unlikely to experience conflict
historical woman with young children most conflicted now it is not only them
coping mechanisms
cope by straying
passing
intentional or accidental misrepresentation of membership in the favoured group
revealing
intentional or accidental disclosure of non-membership in the favoured group
tools for straying
personally altering the structure of work
focus on cultivating local client base
working on internal projects to reduce time travel
working from home
seeking assistance in restructuring work
applying for reduced workloads
seeking parental and/or carer's leave
hiding or sharing personal information
how professionals controlled their personal information dictates whether they use passing or reading to alter work structure to cope
Integrated identity management strategies for multiple audiences
combining passing and revealing
factors that influence the use of passing and/or revealing
audience status
pass to high status while revealing to same status audience
closeness of relationship
pass to distant while revealing to close friends and mentors
perceived access to formal accommodations
reveal if having access to formal accomodations and pass if not
extremity of the conflict experienced
when faced with extreme circumstances in work or personal life reveal while passing on all other circumstances
spillover of perceptions across audiences
effort to pass or reveal to one audience can spill over and influence the perceptions held of professional by other audiences
passing to high status audiences tends to facilitate passing to equal or low status audiences
revealing ti close colleagues often results in informal restructuring of work which enables one to pass to wider high status audiences
revealing to high status audiences often results in revealing to broader audiences across the organisation
consequences of using integrated identity management strategies for professionals
gender differences
on average
women less likely engage to identify management strategies that allow passing to high status audiences and more likely to reveal
men are equally likely o use passing as well as revealing identity management strategies
the reasons for above patterns are complex - women more likely to utilise formal accomodations than men
senior audience perceptions of professionals dictate the performance evaluation system
external perceptions and performance evaluations
high performance ratings 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 identity management strategies to cope with conflict
high performance rating results in stable and straightforward career paths and at times accelerated advancement while low performing ratings results in missing out on promotions and/or unstable career trajectories