Interdependence As an I(-)Deal: Enhancing Job Autonomy and Distributive Justice Via Individual Negotiation**
Zeitschrift für Personalforschung › Band 24 Nr. 2, April 2010
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Interdependence As an I(-)Deal: Enhancing Job Autonomy and Distributive Justice Via Individual Negotiation**
Introduction
Contemporary changes in work and employment are evident in the shift in risks and responsibilities from employers to individual employees (e.g., Kochan 2005; Rousseau 2006). Paternalistic notions of employer responsibility for employee welfare, characteristic for traditional modes of industrial employment, are increasingly replaced by a new psychological contract, emphasizing the contingent exchange of work performance for competitive payment and career development opportunities on internal and external labor markets (e.g., Hiltrop 1995; Sparrow 2000). Changing organizational paradigms, widespread deregulation of labor laws, and erosion of collective bargaining signal to workers the need to "pack their own parachutes" to secure a professional future (Arthur/Rousseau 1996; Hirsch 1987). This shift in risks and responsibilities is evident in new conceptualizations of wage labor, which draw on the domain of selfemployment to describe that workers today act more and more like free agents on their own behalf (Pink 2002) or entrepreneurs of their own labor power (Pongratz/ Voß 2003). At the same time there is growing scholarly interest in the proactive component of organizational behavior, emphasizing the active role employees play in interacting with and shaping their work environment (Grant 2000; Grant/Ashford 2008). Rather than being passive job recipients, employees adopt strategies to enhance their work, employment, and careers (e.g., Ashford/Black 1996; Griffin/Neal/Parker 2007; Parker/Collins, in press). One consequence of such self-initiated, change-oriented actions is the emergence of patterns of reciprocal determination or interdependence between individuals and the organization (e.g., Frese/Garst/Fay 2007). Interdependence in this sense implies that employees find ways to personally affect workplace conditions long regarded as beyond their control (Grant/Parker 2009; Wrzesniewski/Dutton 2001).Contemporary organizations, on the other hand, are frequently faced with the challenges of attracting and retaining talent in competitive labor markets and managing an increasingly heterogeneous and diversified workforce (e.g., Hiltrop 1999; Williams/O'Reilly 1998). Societal trends of individualization have contributed to developments, which demand that human resource practices today need to cater to a progressively broader array of individual employee needs, preferences, and aspirations (e.g., Ester/De Moor/Halman 1993). Challenging standardization as a basis for efficiency in human resource practices, the ...Siehe den Gesamtinhalt dieses Dokumentes
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