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WEEK 9: Perspectives - Coggle Diagram
WEEK 9: Perspectives
LO1: AN IDEAL WORKER & THE PROFESSIONAL IDENTITY
Who is an ideal worker?
Prioritise work ahead of:
Health
Family
Personal Needs
Committed to work
Always available to fulfil work duties
What is a Professional Identity?
Role identities comprise of:
Goals
Values
Beliefs
Norms
Interaction styles
Time horizons
2 main forms
Expected
Organisations employing professionals expect their
workers to conform to the ideal worker image
Experienced
Conflict arises when a worker’s experienced professional identity does not meet the ideal worker image
LO3: HOW DO EMPLOYEES COPE WITH CONFLICTING PROFESSIONAL IDENTITIES?
CONGRUENCE VS CONFLICT
If an employees expected, and experienced professional identities are in sync and congruent
they are unlikely to experience conflict
a large percentage of professionals experience conflict between the two identities
Historically, researchers and practitioners focused on women, especially those with young children as being the main cohort of professionals who would experience conflict
HOW DO PROFESSIONALS COPE WITH CONFLICT?
Professionals cope with conflicting identities by ‘straying’ from the expected identity
They do do by either Passing or Reveling
Passing
Personally altering the structure of work
▪ Focusing on cultivating a local client base
▪ Working on internal projects to reduce travel time
▪ Working from home
Hiding personal information
Revealing
Seeking assistance in restructuring work
▪ Applying for reduced workloads
▪ Seeking parental and/or carer’s leave
Sharing personal information
LO4:INTEGRATED IDENTITY MANAGEMENT STRATEGIES FOR MULTIPLE AUDIENCES
COMBINING PASSING & REVEALING
Factors influencing the use of passing and/or revealing when interacting with audiences
Audience Status
Closeness of Relationship
Perceived access to formal accommodations
Extremity of the conflict experienced
PILLOVER OF PERCEPTIONS ACROSS AUDIENCES
Efforts to pass or reveal to one audience (e.g. high- status) can spillover and influence the perceptions held of the professional by other audiences (e.g. same- or low-level)
Passing to high-status audiences tends to facilitate passing to equal- or low-status audiences
Revealing to close colleagues often results in informal re-structuring of work
Revealing to high-status audiences often results in revealing to broader audiences across
the organisation
LO5:CONSEQUENCES OF USING INTEGRATED IDENTITY MANAGEMENT STRATEGIES
GENDER DIFFERENCES
Women less likely to engage with identity management strategies that allows passing to high-status audiences and more likely to reveal
Men are equally likely to use passing as well as revealing identity management strategies
Women are more likely to utilise formal accommodations provided by employer than men
Senior audience perceptions of professionals dictate the performance evaluation system
EXTERNAL PERCEPTIONS & PERFORMANCE EVALUATION
High performance ratings given to:
Those who embrace the expected
professional identity
Those who use passing (especially to senior-status audiences) identity management strategies to cope with conflict
High performance rating = improved career path
Low performance rating given to:
those who use revealing (especially to senior-status audiences) identity management strategies to cope with conflict
Low performance rating = unstable career path
LO2:HOW DO ORGANISATIONS CONTROL EMPLOYEES’ PROFESSIONAL IDENTITY?
ORGANISATIONAL MECHANISMS OF IDENTITY CONTROL
Structure of work
contingent upon always prioritising work demands over all other life demands
Performance evaluations
Reinforcing the above structure of work by rewarding those who fulfil requirements