Lynne J. Millward

Contractors and their Psychological Contracts

It is commonly assumed that contractors are largely calculative, instrumental and self-interested in their relationship with organizations and interface with them accordingly (e.g. low corporate interest and emotional investment). This paper describes a survey involving 117 contractors (62 on ‘permanent’ agency contracts and 55 on ‘temporary’ agency contracts) and a comparable (age, job level/grade, years of work experience) group of 86 direct employees (on fixed-term contracts). The survey comprised measures of the psychological contract, of organizational identification, social (corporate) attraction, team spirit and intention to leave. The findings show that contractors are not inevitably ‘emotionally’ detached from their place of work, in some cases investing in it as much as direct company employees. While transactional (e.g. financial gain, instrumentality) exchange considerations were more salient among contractors than employees, this did not appear to preclude the development of a relational (e.g. corporate integration and long-term investment) contractual orientation. ‘Team spirit’ and ‘organizational identification’ predicted the development of relational contracts over and above contractual status. The findings and their management implications are discussed in terms of ‘strategic partnership’.

The transition to motherhood in an organizational context: An interpretative phenomenological analysis

Most of the extant literature on maternity issues is survey based, primarily concerned with identifying the predictors of return to work. The current study aims instead to understand experiences of maternity leave per se. Of the 10 women interviewed during pregnancy, 8 women were followed through to their return to work. Their interviews were analysed using interpretative phenomenological analysis to identify transitional themes. Findings are discussed in terms of two master themes: changes of identity (involving feelings of gradual invisibility as a valued employee, acquisition of a ‘mother’ identity creating return dilemmas and efforts to revalidate oneself upon re-entry as both a valued employee and a mother); and changed psychological contracts (pertaining to the fulfilment of mutual expectations). Overall, women appeared to struggle subjectively with prevailing their rights, needs and concerns as mothers while simultaneously also maintaining their identity as valued and functional members of the organization. The findings can be conceptualized within existing theoretical frameworks (e.g. Psychological Contract Theory) and to this extent it is possible to draw out implications for a more effective management of the transition process from pregnancy to return to work.

The telephone medium and semi‐structured interviews: a complementary fit

Purpose – The telephone has been widely used to conduct quantitative research in diverse fields of study, generally using survey methodology. However, comparatively very few qualitative studies opt for this means of data collection. The purpose of this paper is to argue in favour of a medium that has generally been second‐rated in qualitative research. It aims at establishing telephone interviews as an equally viable option to other established methods of qualitative data collection.Design/methodology/approach – This paper is informed by the authors’ experience of using this method, as well as the limited number of previous research articles presented on the topic. It discusses its specific strengths and limitations, drawing on a conducted longitudinal study to illustrate key points. Its application to particular qualitative analysis methods, in view of the acknowledged requirements for each of these approaches, is also presented.Findings – Telephone conversations naturally follow an agenda‐driven format ...

Corporate identity: external reality or internal fit?

Examines the impact of corporate identity management on the employees’ attitudes towards the organization, as well as their willingness to accept its premises in the way they conduct organizational business. Argues that this knowledge is critical to our understanding of how external relations can be systematically managed via the employee. Presents a framework which outlines the perceived actual‐ideal identity fit seen as critical to the way in which corporate identity is interpreted and enacted by employees. Case study material is provided from within a telecommunications company, to illustrate that the effective management of corporate identity requires that it is perceived to be consistent with, and representative of, actual organizational reality.

Naturalistic Decision Making and Organizations: Reviewing Pragmatic Science

This article examines the similarities and differences between the traditions of naturalistic decision making and organizational decision making. Illustrative examples of successful NDM inquiry in healthcare organizations are reviewed, highlighting an area where these two pragmatic research paradigms overlap. Not only do researchers in these areas aim to improve our understanding of decision making, they provide practical and realistic alternatives to laboratory-based research on decision making. The article presents a number of propositions for future research on NDM and organizations.

The experiences of voluntary career change in 30‐somethings and implications for guidance

Purpose – The purpose of the study was to discover the key psychological issues involved in voluntary career change in 30‐somethings, with implications for career theory and guidance.Design/methodology/approach – A qualitative methodology was employed. Data gathering was by means of semi‐structured interviews and interpretation used interpretative phenomenological analysis. A sensemaking perspective within a constructivist framework defined the research.Findings – Three types of themes were generated from the participant interviews. The first relates to issues of continuity and discontinuity during the change process, the second deals with participants values directing the change, and the final theme covers the influence of context on the change process. The implications these themes have for contemporary meanings of career are discussed together with suggestions for guidance.Research limitations/implications – Findings only reflect views at a point in time. A recommendation for future longitudinal resea...

Differentiating knowledge in teams: The effect of shared declarative and procedural knowledge on team performance

The relative effect of sharing mental models (typically defined as declarative knowledge structures) and sharing procedural knowledge on team process and performance were assessed. Forty-eight students completed a series of missions as two person teams using a PC based tank simulation. The results showed some support for earlier findings that shared and accurate mental models of the task were related to team process which was related to team performance. In contrast, shared procedural knowledge was negatively related to team performance. Accurate procedural knowledge was positively related to team performance. Results are discussed in terms of the effect of sharing knowledge in teams on performance, and the implications for team training. Shared knowledge and team performance 3 Differentiating knowledge in teams: The effect of shared declarative and procedural knowledge on team performance

How do individuals 'switch-off' from work during leisure? A qualitative description of the unwinding process in high and low ruminators

There is growing interest in how workers recover and unwind from work during leisure, as poor unwinding has been associated with negative health. This research explores the recovery process to gain a greater understanding of how individuals switch‐off from work‐related thoughts post work. Specifically, we conducted interviews with workers who habitually find it difficult to switch‐off from work (i.e. high ruminators), and workers who find it easy to switch‐off from work (i.e. low ruminators). Three master themes were elicited using Interpretative Phenomenological Analysis: (1) work philosophy, (2) coping strategies and (3) coping outcomes. The findings revealed differences in core beliefs about work; high ruminators perceive blurred boundaries between work and home life, and they allowed work to mentally predominate during their leisure time, whereas low ruminators viewed their work and leisure as two distinct spheres, and actively developed strategies to switch‐off and disengage from work. Both high and low ruminators acknowledged the health benefits of unwinding post work, yet only low ruminators managed to successfully do so. It was concluded that there is a need for organisations to educate their employees, particularly high ruminators, about the importance of strategic unwinding post work to optimise the quality of leisure time and prevent them from becoming fatigued and burnt out.

Linking pre‐ and post‐merger identities through the concept of career

This paper looks at the challenges to identity at both individual and organizational levels of analysis, posed specifically by merger‐induced change. Merger‐induced change can seriously challenge processes of identification, by disrupting cognitive alignments and emotional attachments. An extensive literature review reveals that maintaining continuity of identity from pre‐ to post‐merger is critical to successful cognitive and emotional adjustment to transformational change. Maintaining continuity is a multi‐dimensional consideration contingent not just on issues of content (image, meaning) but at a more fundamental level of identity process (maintaining distinctiveness, esteem and efficacy). It is argued, therefore, that one way in which subjective permanence can be assured is to actively manage individual careers. The literature consistently shows that for many employees, the new investment criterion (on which their contribution to an organization is predicated) is “opportunities for development”. This could be said to hold a key to maintaining and/or forging “relational” relationships in contemporary organizations. So long as employees feel that they are “developing” (e.g. learning new transferable skills, acquiring important knowledge, gaining personal credibility and confidence) and thereby increasing their employability, organisations can, to some extent, overcome employee concerns about future job insecurity by facilitating “subjective security” by furnishing maximum personal potential. In so doing, the organization can secure the human investment it needs to succeed in financial terms.

Who We are Affects How We Do: The Financial Benefits of Organizational Identification

One ultimate test of the material value of identification in an organizational context is whether it relates to productivity. In this rare study of a business team in a global consumer goods company, we demonstrate a sales benefit of organizational identification when correcting for systematic between-unit differences in sales. Findings also question the theoretical and practical meaning of ‘proximity’ in accounting for salience variations in identification – the best predictor of sales was the degree of identification with the superordinate business unit. Findings shed light on the scientific as well as managerial and business utility of the organizational identity concept.