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Being Managed (Week 12 (legal frameworks (advocating democratic values,…
Being Managed
Week 12
what is employee voice
communication of ideas
bring change/improvement
employee voice influences:
unrest/corruption at country level (-)
Level of peace (+)
Violence at community level (-)
reality of employee voice
many feel unsafe
limited protection for employees
behaviours inside work place
Perceptions of procedural justice
Cognitive dissonance
Perceptions of self-efficacy and self-control
Feelings of helplessness
behaviours outside the work place
Affective states
Cognitive states
Community engagement
Behavioural states
legal frameworks
advocating democratic values
declining employee voice
reduced opportunities for employee voice
citing benefits for shareholders
Week 11
Employee Wellbeing in the 21st century
increase in
Hours
Load
Work intensity
Limitations
Lack of job security
advancements in technology
rise in dual income/career families
ageing population
Work Family conflict
Forms
Strain
Behaviour
Time
Individual
Avoidance
Coping strategies
Work
Family friendly policies
Family supervisor
Family
Emotional
Encouragement
Understanding
Instrumental
Family duties
Public Policy
Employee rights
Legislation
Real life Examples
Telstra
Offer Work Life Coaching
Partnership with Fitness First
Week 9
Critical perspectives on management and organisations
Ideal worker
Totally committed
Always available
Professional identity
Organisational control
Work structure
Prioritise work
Performance evaluations
High evaluations
Embrace expected identity
Passing
Low evaluations
Revealing
Rewards
Types
Expected
Employer's view
Experienced
Own view
Conflicting professional identities
Cope
Passing
Straying
From expected identity
Altering structure of work
Assistance in restructuring work
Hiding or sharing information
Revealing
congruent
Congruence vs Conflict
Expected and Experienced
In sync
Not conflict
Not in sync
conflict
Examples
Disney
Employee recognition programs
Reward dependability and friendliness
Week 10
The Changing Concept of Career
Tri-sector leaders
Example
Barack Obama
Characteristics
Balancing Competing Motives
Create 'public value'
Acquiring Transferable Skills
Use in new sector
Developing Contextual Intelligence
Understand and Communicate
in different sectors
Forging an Intellectual Thread
Expertise on a topic
Maintaining a prepared mind
Prepared Career Path
Mentally
Financially
Building Intergrated Networks
Recruit from different sectors
What?
Bridge sectors
Private
Non-for-profit
Government
Evolution of employer-employee compact
Traditional
Stable
Life-time employment
Predictable career trajectories
Low employee turnover
Contemporary
rapid unpredictable change
winner take all mentality