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Week 9 - Ideal worker - Coggle Diagram
Week 9 - Ideal worker
Learning objective 3: Coping strategies
Structure of work: When work is time-intensive, belief that people are primarily committed to and avallable for their work
Full available for work: Belief about working long hours
Performance evaluations: Good evaluations, promotions and career prospects.
Primarily committed to work: Belief about passion for job
Not primarily committed to work: Statements that suggest the person is not primarily committed to his or her work
Not available for work: Statements that suggest that the participant is not fully available for his or her work.
Learning Objective 5: Consequences of Using Integrated Identity Management Strategies
Gender Differences
women are less likley to use passing to high-status audiences
men are equally likley to use passing as well as revealing
External Perceptions
High Performance
those who embrace the expected professional identity
those who are passing
Low Performance
those who use revealing
Performance Evaluation
High Performance rating = improved career path
low performance rating = unstable career path
Learning objective 4: Integrated identity management
the status
of the audience
Consultants sought to pass with high-status audiences who had clear power over the firm
the closeness of the relationship
People revealed their deviance to close friends. People also can disclose to close personal mentors.
perceived access to the firm’s formal accommodations
People varied in whether they believed they were entitled to formal accomodations
LO1: An ideal worker and the professional identity
Idea workers
prioritise work
not family, personal needs or health
totally committed
available
followers more likely to receive rewards
Professional Identity
Role identities
goals
values
beliefs
norms
interaction styles
time horizons
expected
an employer's expectations and beliefs are of paramount importance
experienced
own expectations and beliefs
expected to conform to this ideal worker image
conflict can arise when professional identity does not meet the ideal worker image
LO2: How do organisations control employees' professional identity
structure of work
prioritising work demands
always available to employer
reward systems reinforce ideals
managers actively seek to reward those who fit these ideals
performance evaluations
employees want to keep receiving rewards and good evaluation