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Critical Perspective on Management and Organisations (Conflicting…
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Who is an ideal worker
- Due to a move towards a 23/7/365 work cycle, employees are expected to prioritise work ahead of family, personal needs and even health
- Therefore, an 'ideal worker' is one who is totally committed to and always available to fulfill his or her work duties
- Employees who embrace this expectation is richly rewarded, especially those performing professional or managerial jobs
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- The successful performance of the professional role being contingent upon always being able to prioritise work demands over all other life demands, and therefore always being available to the employer.
- Women are less likely to engage to identity management strategies that allow passing to high status audiences.
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What is professional identity?
- Role identities comprise of goals, values, beliefs, norms, interaction styles , and time horizons associated with a given role
- Two main forms of professional identities: 1. Expected: employer expectations and beliefs. 2. Experienced: own expectations and beliefs
- Organisations employing professionals (e.g. surgeons, consultants, lawyer , academics) expect their workers to conform to the ideal worker image
- When a worker's professional identity does not meet the ideal worker image (i.e. expected professional identity) conflict arises
- This expectation has lead to persisting gender inequality in the workplace
- Reinforcing the structure of work by rewarding those who fulfil such 'expected' professional identity requirements (e.g. promotions, salary increments, non-monetary rewards).
- However, men are equally as likely to use passing and revealing strategies.
Taken together, the structure of work and the performance evaluation system creates a self-fulfilling prophecy of professionals continuously adopting the 'expected' professional identity.
The above statements are often attributed to the fact that women are more likely to use accommodations provided by an employer (e.g. parental leave)
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- Those who embrace the expected professional organisational identity.
- Those who use passing identity management strategies to cope with conflict.
Those who with high performance rating experience stable and straightforward career paths and at time accelerated pathways.
LOW performing staff are often those who use revealing strategies to cope with conflict, which often results in missed opportunities and unstable career pathways