Managing Value-Based Organizations
Show Less

Managing Value-Based Organizations

It’s Not What You Think

Bruce Hoag and Cary L. Cooper

Managing Value-Based Organizations argues that those who fail to understand management history are destined to repeat it. Research has shown that despite the prodigious output of management books, managers still have little idea why there is so much change in the world of work or what they can do about it. Most, it seems, are still waiting for the dust to settle, expecting instead that in the near future they will be able to go back to doing things the way they have always done them.
Buy Book in Print
Show Summary Details
You do not have access to this content

Chapter 10: Implications for Employees

Bruce Hoag and Cary L. Cooper


In Chapter 4, we said that all organizations and their employees are both suppliers and customers, and in Chapter 9, we stressed the need for managers to deliver those things that their customers, that is, their employees, value. This chapter looks at the other side of the coin, where the organization and the manager are the customers, and the employees are the suppliers. EMPLOYABILITY The dissolution of the psychological contract absolved organizations of more than employee job security. It also shifted the responsibility for that employability away from organizations. At a stroke, employees became independent contractors, accountable to themselves as much as they ever had been to anyone else. Managers recognized almost immediately these implications. Principally, it was no longer their responsibility to continue to provide work for those they currently employed. Instead, they contracted workers for a fixed period of time, from a few months to perhaps a few years. The employment contract personified a kind of no-fault event in which both parties collaborated and then separated and, at least in theory, had no regrets. Many employees have failed to grasp the implications of this transformation. They expect to have their contracts renewed, as well as everything else attendant to them; that is, they still expect the employer to do all that is necessary to provide them with work, and they expect that same employer to provide the plant and equipment to perform that work. In addition, they expect their employer to pay them for all public holidays,...

You are not authenticated to view the full text of this chapter or article.

Elgaronline requires a subscription or purchase to access the full text of books or journals. Please login through your library system or with your personal username and password on the homepage.

Non-subscribers can freely search the site, view abstracts/ extracts and download selected front matter and introductory chapters for personal use.

Your library may not have purchased all subject areas. If you are authenticated and think you should have access to this title, please contact your librarian.

Further information

or login to access all content.