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Being Managed (WEEK 10: CONCEPT OF CAREER (characteristics (balancing…
Being Managed
WEEK 10: CONCEPT OF CAREER
characteristics
balancing motives
prepared mind
intellectual thread
acquiring transferable skills
developed tri-sector skills
overcoming barriers
life cycle approach
beginning,
training
middle
fellowship
end
training other
tri-sector leaders
bridge difference between sectors
government business and not for profit
employee, employer compact
traditional
stable
low employee turnover
loyalty
contemporary
rapid change
winner takes all
lack of job security
compact
seek allies
unrealistic
win-win relationship
adaptability
strategies to develop employee/employer contract
engage beyond employer/employee boundaries
networking
tour of duty
personalised and fixed term
alumni networks
both benefit
life long affiliation
loyalty
opportunities
WEEK 11: EMPLOYEE WELLBEING
What
Measure of
Happiness
Psychological
Emotional & mental state
Why
Improved productivity
Increase retention rate
Able to attract quality candidates
Avoid high costs linked to
Absenteeism
Presenteeism
Injury & illness
How
Intersection of work & family/life
Work
Provide goods & services to support life
Family
Related biologically
Marriage
Social custom
Adoption
Life
Relationship among work, family & others
work family conflict
Directional
Forms
factor
WEEK 9: CRITICAL PERSPECTIVES
Ideal worker
reward given
24/7/365 availability
prioritise
work over family
committed to their role
Professional identity :
expected
employer expectations and beliefs
experienced
own expectations and beliefs
persisting gender inequality
conflict
when expected and experiences images don't meet
mechanisms for identity control
structure of work
contingent on prioritising and always available
performance evaluations
promotions, money
Congruence and conflict
conflicting identities
women
expected and experienced= insync
WEEK 12: EMPLOYEE VOICE
worries
employee voice influence
violence
unrest and corruption
peace
attitudes and behaviour
modern reality
majority feel unsafe
hierarchies
belief input won't make difference
what
communication by an employee
bring out improvement and change
opportunities to exercise employees' voice
Effects
outside
community engagement
affective states
cognitive states
behavioral states
Inside
procedural justice
self-efficacy & self-control
cognitive dissonance