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WEEK 9: CRITICAL PERSPECTIVES ON MANAGEMENT AND ORGANISATIONS (Ideal…
WEEK 9: CRITICAL PERSPECTIVES ON MANAGEMENT AND ORGANISATIONS
Ideal Worker
prioritise work over family, personal life, health
totally committed to work obligations
always available to fulfil work duties
employee's rewarded for embracing this expectation
Professional Identity
goals, values, beliefs, norms, interaction styles, and time horizons associated with a given role
professionals are committed and value their work
Two main forms:
Expected professional identity
Work hours/weekend availability
totally committed/ always available to work
Prioritising work demands over other life demands
Experienced professional identity
own expectations/beliefs
family/ social obligations
Coping with Conflicting Professional Identities
Employees
Congruence
an employee’s expected and experienced professional identities are in sync
Conflict
own experienced identity is in direct conflict with the expected image
Professional
Passing
intentional or accidental misrepresentation of membership in the favoured group
personally altering work structure
focus on internal work projects
Working from home
local based clients
Revealing
intentional or accidental disclosure of non-membership in the favoured group
seeking assistance for restructuring work
applying for reduced workload
parental/ carers leave
Hiding or revealing personal information (passing or revealing)
When a worker’s experienced professional identity does not meet the ideal worker image (i.e. expected professional identity) conflict arises.
Straying Strategies
Combining Passing and Revealing
audience status
pass to high-status audiences
reveal to same status audiences
closeness of relationship
pass to those distant
reveal to close friends/mentors
perceived access to formal accommodations
reveal if have access
pass if no access
extremity of conflict
reveal for extreme circumstances in work or personal life
pass on all other circumstances
Spillover of Perceptions Across Audiences
attempt to pass or reveal to a high-status audience can influence the perceptions held by same or lower status audiences
passing to high-status audiences often results in passing to lower- or same -status
revealing to close colleagues often results in re-structuring of work, enabling one to pass to wider, high status audiences
revealing to high-status audiences often results in revealing to broader audiences across the organisation
Consequences
gender differences
men equally likely to reveal or pass
women more likely to reveal
performance evaluation
high ratings/ promotions to those who embrace expected worker identity / use passing strategies
low ratings given to those who reveal
Organisation control of Employee Professional Identity
structure of work
demanding hours, high workload, contactable 24/7
Performance evaluations
employees who embrace expected identity rewarded