How Does Paid Employment Affect Your Identity - Assignment Example

How Does Paid Employment Affect Your Identity? Table of Contents Introduction 3 The Purpose of Study and Understanding Organisational Behaviour 4 The Purpose of Work and Entrepreneurial Identity 5 A Brief Concept of Organisational Culture 6 The Importance of Power and Politics towards the Management 7 Emotions in Organisation Behaviour 8 A Brief Idea of Bureaucracy and Globalisation 9 A Brief Overview of Organisational Ethics 10 The Role of Leadership in Organisational Behaviour 11 Conclusion 12 References 13 Introduction The perception of paid employment is directly related with the employer and the employees of any organisation or a company. Paid employment is therefore often referred as employed by an employer who controls and organizes the work of the employees and for a specific type of employment (Magliveras, 2011). The issue of paid employment is very much vital or important towards the employees particularly as a source of income. Work is also important to the employees as a means of identity. The relationship employment is very important not only in terms of financial transactions that is earned but also the conditions under which it is earned taking the factors from the employer’s point of view, the security of the work environment and the prospect for progress and expansion among others (Edwards, n.d.). In the paper, the conception of paid employment which affects particularly the identity of the employees has been elaborately discussed. In this connection, various aspects like the importance of study in the organisations, understanding organisational behaviour, reason behind the purpose of work of the employees with their entrepreneurial identities and a brief idea regarding the existing organisational culture will also be taken into concern. Apart from these aspects, certain other dimensions such as the significance of power and politics within the management, the concept of bureaucracy and globalisation process, organisational ethics, developmental factors of management and organisational behaviours, effective leadership along with organisational knowledge and learning will also be taken into account in the discussion of the paper. The Purpose of Study and Understanding Organisational Behaviour Basically, the purpose of learning organisational behaviour is motivated by curiosity. The study helps an individual in order to get inside the organising processes to reveal the different organisational patterns that eventually make an organisation understandable. The study of organisational behaviour helps to analyse the complicated situations prevailing within the organisations and also to create useful means in order to handle those difficult situations (Robbins & Judge, 2009). In order to recognise the different perception of organisational behaviour, initially it is necessary to understand the concept of organisational behaviour. ‘Organisational behaviour’ is the study of an individual’s activity in the organisational environment along with their interactions within the organisation (Delta Publishing Company, 2006). In this connection, there are different views available in order to understand organisational behaviour. From the classical organisation view, the organisational behaviour is mainly concerned with forming the organisations effectively. The other valuable perception for getting an idea upon organisational behaviour is the contingency viewpoint. In the early days of management studies, the managers did not have any responses for their various organisational issues. Eventually, the managers recognised that most of the conditions and the results are contingent in nature (Delta Publishing Company, 2006). The Purpose of Work and Entrepreneurial Identity The purpose of work which is duly performed by the employees of any organisation lies in their sources of income through which they enhance their livelihood and maintain the minimum standard of living. However, the various consumption studies identify the relation between work identity and work culture that are prevailing within the organisation (Anderson, 2003). In relation with the purpose of work along with entrepreneurial identity, there lies an important distinction between paid employment and voluntary efforts and this should always be corresponding with the organization that offers the voluntary efforts which might constitute the features of paid employment (UK Council for International Student Affairs, 2011). The source of entrepreneurial motives is regarded as one of the ideal entrepreneurial identities in an organisation which acts as an inspirational conception which fuels an intensive drive for entrepreneurial activity. Several classical researches have attempted to offer a number of different factors that could motivate entrepreneurial behaviours of an organisation. It has been recognised that the entrepreneurs are compensated for their actions especially with monetary awards (Murnieks, 2008). In lieu of this, a vast body of organisational behaviour researches indicate that work motivations involve more than just pay and compensation. Other organisational researchers have confirmed that the work motives are indeed multiplex and comprise of both essential and non-essential factors. According to the entrepreneurship scholars, the organisations should look beyond profit in order to understand entrepreneurial motives. In this way, the different courses of entrepreneurial identities have changed the ways regarding their relationship towards the organisations (Murnieks, 2008). A Brief Concept of Organisational Culture An organisation culture can be regarded as a set of ideas, principles, methods and values that are followed or managed by most of the individuals of the organisations. A strong environment of culture is beneficial for any organisation because it provides motivation and encouragement among the members prevailing within the organisation. The idea of culture was initially used as a means of enhancing internal combination and is also important for the development of the organisational environment (Baker, 2002). The organisational culture relates to certain values that the managers of the organisations are trying to imbibe in their organisations. From the viewpoint of the effective performances of the managers, it has been recognised that the stronger the culture, the more effective is the organisation (Schein, 2010). One of the reasons for the failure of paid employment performances lie in the alteration of organisational culture because with the alteration in the organizational culture, the reward system in paid employment is not properly planned in order to meet the objectives that are to be attained (De Silva, n.d.). In this connection, the managers of any organisation attempts to take certain steps in order to overcome the potential dangers along with maintaining and managing culture within the organisation. The managers of divisions and practical areas work with their top officials along with the employees in order to develop programs and other procedures for smooth functioning of the organisation. The managers also lay emphasis upon various managerial as well as cultural issues in order to create and sustain a company’s distinct competence (Hunger & Wheelen, n.d.). The Importance of Power and Politics towards the Management Power is one of the channels through which conflicts of interests are finally settled. In recent years, several organisations have become increasingly aware of various needs in order to identify the significance of power in explaining organisational affairs. The initial and most evident source of power in an organisation is formal authority which acts as a form of legitimised power that is respected as well as acknowledged (Morgan, 2006). In a particular model, the features of bargaining units eventually increase the probability of paid employment. The model illustrates that there is increased expenditure and reduced employment when the value of expenditures are held constant. This particular model could affect the concept of paid employment to a certain extent (Zax & Ichniowski, 1988). In order to make a positive response of the employees towards a particular source of power, the organisations use different policies to make decisions as well as to take actions that ultimately support the organisation’s mission and objectives. It is also obvious that imposing the extreme power to employees may affect the organisation by not attaining its required goals or objectives to a certain extent (Morgan, 2006). The conception of politics prevailing in any organisation is very much necessary especially for the organisations in order to know the dynamics of power, politics and authority so that the organisations can be managed in a proper way. With this concept of politics, the employees can distribute their feelings openly regarding their jobs (Ashraf, n.d.). Emotions in Organisation Behaviour There are several ways through which emotions control the organisational behaviour. The ways may be direct or indirect. One of the direct ways includes the emotions that produce performances and the indirect ways comprise of the emotions that influence performances through mediating mechanisms like motivation among others. In lieu of this, the key source of toxic emotions that eventually rises in an organisation includes intention, incompetence, insensitivity and inevitability among others (Frost, 2004). The time constraint approach in relation to emotions demonstrates that the people who spend maximum time in paid employment ultimately spend their minimum valuable time upon performing household labour. But when the operations in terms of the number of hours spared in paid employment is concerned, then it has been identified that both men’s and women’s paid employment working hours are not positively related to their performance in relation to housework viewpoint (Erickson, 2005). In this connection, emotional labour may engage certain improved emotions in order to modify the emotional appearances. Generally, labour emotions are administered in reaction to the displayed rules within the organisation. Although emotional labour may be helpful to the organisation and the modern work advocates that controlling emotions for pay may prove to be damaging towards the labour (Frost, 2004). A Brief Idea of Bureaucracy and Globalisation A bureaucracy is an organisational structure in which several assignments are focused under a proper arrangement of regulations. In a bureaucratic organisation, the assignments are allocated through distribution of labour. In this type of organisational structure, there is nothing to be updated regarding the values for estimating job performances because the required assignments never change. However, the improper flow of distinction leads to an unfriendly work culture and ultimately limiting the growth potential of individual employees (Delta Publishing Company, 2006). The conception of globalisation is mainly featured by growing worldwide interconnections, growing numbers and diversity of participants and greater managerial complexity among others. The concept of globalisation has a significant influence upon the management processes almost in all the countries. It has led to modernisation and to innovation in various bureaucratic organisation approaches, formations and procedures as well as in the consumer choices. This particular evidence shows that the bureaucracy organisational design is related to globalisation to a considerable extent (Delta Publishing Company, 2006). It has been recognised that the globalisation of production has flourished several opportunities especially for the women in order to enter the new areas of paid employment. The conception of globalisation has helped to attain revenue, achieve liberty and allows participating more actively in social life (Barrientos & et. al., 2004). A Brief Overview of Organisational Ethics Based on the knowledge and the skills, most of the employees in majority of the organisations want to act ethically but they fail to do so as they are not familiar with the rules. The employees still need to understand the quality features of organisational ethics. They need clear descriptions of ethical behaviours in the context of their industry, their organisation and their job. It is possible for an organisation to be ethical in a globalised system. “Acting ethically” could be described in behavioural terms such as maintaining confidentiality, truthfulness, tackling or avoiding the potentially unethical behaviours (Mitchell & et. al., 2005). In lieu of paid employment, business ethics allows the owners and the managers to ensure that their people are able to assume the level of responsibility towards the actions that are executed by the paid employment workers. One of the economic crises that are revealed through organisational ethics is the rising of many unethical activities which are relating to marketing activities within an organisation. These unethical acts often begin as a marketing effort which is treated as an unethical practice and ultimately leads to the economic crisis (Mitchell & et. al., 2005). Every employee is likely to prove themselves by increased and qualitative efficiency towards the manager as well as the organisation. In order to attain this, the behaviour of the employee is very important along with the structure of the paid employment from the employer’s viewpoint. In the context of motivational factors, according to the ‘push’ hypothesis, increasing levels of unemployment eventually minimise the prospect for finding paid employment; as a result the expected profits from entrepreneurship becomes more attractive that pushes people into paid employment (Management Consulting Courses, n.d.). The Role of Leadership in Organisational Behaviour The conception of leadership is regarded to be one of the key quality features of effective management. It is a process by which an individual controls others in order to attain group or organisation goals. The alternative way of treating leadership is to be incorporating flexible, adequate communication, well organised and well conceptualised processes. The primary function of a leader is to generate the necessary intentions of the organisation along with developing strategies for attaining it (Delta Publishing Company, 2006). An organisational knowledge and learning refer to what an organisation recognises. It is a summary of the knowledge and learning within the organisation which may consist of knowledge and learning relating to markets, technologies, products and customers among others. The benefits of organisational knowledge and learning approach is that it offers a greater potential benefits in the long-term and also it creates an information asset that can be made available whenever the organisation necessitates (Delta Publishing Company, 2006). Conclusion The study of various features relating to organisational behaviour indicates that the human as well as the behaviour within is thoroughly depicted by the people rather than the facts. The managers should note that the various organisational activities like communication and decision making factor among others rely upon following the actions and performances in order to bring employees collectively in defining a shared perceptive that supports a focus on collective action. In the paper, the conception of paid employment which eventually affects the employees of an organisation has been studied in context of organisational behaviour. It has been identified from the overall analyses that there are certain factors such as organisational culture, ethics, and emotions within the workplace, power and politics among others that significantly affect the identity of an individual in relation to paid employment scenario. References Anderson, K., 2003. Handbook of Cultural Geography. SAGE. Ashraf, T., No Date. Authority, Power & Politics. Organizational Behavior. [Online] Available at: http://www.unesco.org/education/aladin/paldin/pdf/course02/unit_14.pdf [Accessed January 03, 2012]. Baker, K.A., 2002. Strong Versus Weak Culture. Organizational Culture. [Online] Available at: http://www.au.af.mil/au/awc/awcgate/doe/benchmark/ch11.pdf [Accessed January 03, 2012]. Barrientos, S. & et. al., 2004. The Gender Dimensions of the Globalization of Production. Working Paper. [Online] Available at: http://www.ilo.org/wcmsp5/groups/public/---dgreports/---integration/documents/publication/wcms_079121.pdf [Accessed January 03, 2012]. 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