Human Resource Management Lesson 7 Exercise
The implicit expectations that I have from IBM are basically related with job security, pay and career development:
- Job security. Managing the insecurity IBM in Spain uses an ameliorative strategy, aimed to minimize the pain experienced by the employees who are separated and the survivors. I tend to think that this strategy is not applied in the same way across the world; it will probably depend to what extent is the labor market flexible.
- Pay. Expectation of pay, salary increase, bonus and other compensations.
- Expectations about career perspectives and personal development plan including education.
- Other expectations:
- Good climate within the organizations.
- Respect, diversity.
- Voice of the employee
I compare the expectations at IBM with the expectations of a teacher in a public school in Spain. Probably the main interest of someone who decides to prepare the exams to get a job as school teacher is to have a job for all his life because in managing the insecurity the government of Spain applies a preventive strategy. The expectation of having a much higher pay or a bonus are not present in this example because all the teachers have the same pay and increases. About career development is also very different because most of the teachers start their career in the same role that they finish.
I find the concept of psychological contract quite convincing. The employment relationship is understood in terms of exchange, the employees are willing to contribute to the company in a lower of higher degree depending on the valuable things received from the employer. Personally I have to say that feel the psychological contract in my employment relationship with IBM.
Each person has different expectations from the employer, that could have an influence in the employee in the job searching and when the expectation are not reached can motivate voluntary attrition. Sometimes if the expectations are not met the employee remains in the company, this could happen when there is not a feasible and better choice in the market.
- Study notes. Warwick University. Human Resource Management.
- Marchington, M. and Wilkinson, A. (2005) Human Resource Management at Work (3rd edn). London: CIPD