2684679
Description
Mind Map by Kayley Humble, updated more than 1 year ago
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Created by Kayley Humble
about 9 years ago
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Flexibility & the psychological contract
- FUNCTIONAL FLEXIBILITY - multi skilling of employees
- NUMERICAL flexibility - different types of contract
- TEMPORAL - number and pattern of hours i.e.
annualised/seasonal
- WAGE - individualised wages, performance based pay
- PERSONAL/BEHAVIOURAL - going above & beyond
- ATKINSON'S FLEXIBLE FIRM
- CORE GROUP - primary labour market - functional
flexibility
- First Peripheral Group - secondary labour market -
numerical flexibility
- Second peripheral group - temporal flexibility
- Outside the org - numerical flexibility
- CORE GROUP - primary labour market - functional
flexibility
- WORK INTENSIFICATION
- Often cited as an outcome of flexible working,
high job satisfaction & commitment to org can
be explained in employees exchanging effort for
flexible working
- IMPOSED: higher workload after downsizing
- ENABLED: increased effort enabled by changing
shift pattern - work at busiest time or work
harder in return for flexibility
- RECIPROCAL: exchange effort for
flexibility in working arrangement
- Often cited as an outcome of flexible working,
high job satisfaction & commitment to org can
be explained in employees exchanging effort for
flexible working
- POLITICS & FLEXIBLE WORKING
- 2010
- LABOUR: offered fathers a
month of paternity leave
- CONSERVATIVES: offered
shared parental leave
- LIB DEMS: the right for anyone
to request flexible working
- LABOUR: offered fathers a
month of paternity leave
- 2014: 0 hours contracts - plans to prohibit employers restricting
those working under tham from working for another company
- 2010
- THE PSYCHOLOGICAL CONTRACT
- ROUSSEAU 1995; the employment relationship in terms
of mutual obligations & expectations
- implications for HRM - managing the contract
and "getting" commitment from employees
(CIPD 2005) and through reward (Hilltrop 1996)
- TYPES OF PC
- TRANSACTIONAL - short term, specified job roles, low ambiguity,
quick exit, low commitment, little learning i.e. retail staff
- TRANSITIONAL - short term, not specified job roles,
high turnover/termination - usually
acquisitions/mergers
- BALANCED - long term, specified job roles, high
commitment, ongoing learning, mutual support, dynamic
- RELATIONAL - long term, unspecified,
high member commitment, stability i.e.
family business
- TRANSACTIONAL - short term, specified job roles, low ambiguity,
quick exit, low commitment, little learning i.e. retail staff
- CHANGING NATURE OF PC
- OLD org is parent, identity & worth of employee defined
by org, those who stay are loyal, leavers are traitors,
growth through promotion, those who comply work until
retirement
- NEW: mutual adult contracts based on mutually beneficial work,
employee defines own worth, regular attrition healthy, long term
employment unlikely, growth through accomplishment
- OLD org is parent, identity & worth of employee defined
by org, those who stay are loyal, leavers are traitors,
growth through promotion, those who comply work until
retirement
- AND LINE MANAGERS
- CIPD 2005 satisfaction & commitment flow form
employees having interesting work,
opportunities to develop, fair treatment &
competent managers
- PURCELL ET AL 2003 FLMs provide differentiator
by delivering policies through implementing,
enacting, leading & controlling
- CIPD 2005 satisfaction & commitment flow form
employees having interesting work,
opportunities to develop, fair treatment &
competent managers
- ROUSSEAU 1995; the employment relationship in terms
of mutual obligations & expectations
- PERFORMANCE
- PURCELL ET AL 2003 - PEOPLE PERFORMANCE LINK - performance is a function of
people's ability motivation & opportunity to perform. 11 HR policies & practices that
enable this, it is the way in which line managers deliver these policies that is the key
differentiator
- PURCELL ET AL 2003 - PEOPLE PERFORMANCE LINK - performance is a function of
people's ability motivation & opportunity to perform. 11 HR policies & practices that
enable this, it is the way in which line managers deliver these policies that is the key
differentiator
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