Changing expectations and sustaining bonds. Organizing the work relationship in times of non- standard employment. Flex Work Conference, Leuven October 27-28, 2011 Pamela Wehling Ruhr-University Bochum Institute of Work Science Sonja Teupen Ruhr-University Bochum Institute of Work Science

2 Changing expectations and sustaining bonds | Wehling, Teupen | Leuven | October 27-28, Research Question How do the changes regarding organization, work and employment alter the bond between employees and the organization?

3 Changing expectations and sustaining bonds | Wehling, Teupen | Leuven | October 27-28, Theoretical Approach 1.Work relationship as an economic and social exchange process (Blau 1964) 2.The social norm of reciprocity as stabilizing the work relationship (Gouldner 1960; 1984) 3.The psychological contract as concretizing the bond between an employee and his organization (Rousseau 1989; 1995; 2001)

4 Changing expectations and sustaining bonds | Wehling, Teupen | Leuven | October 27-28, Methodological Approach ‘Standard’ employee ‘Non-standard’ employee ‘Non-standard’ employer Change? Stability? Qualitative research design – 4 extreme types ‘Standard’ employer Stability? Change?

5 Changing expectations and sustaining bonds | Wehling, Teupen | Leuven | October 27-28, Findings: Psychological Contract Loyalitydue to a long-term relationshipto stabilise the relationship Independencyfrom hierarchyfrom the contracting person ProfessionalismContinuous task orientationShort-term focus on results Personnel development As the organizations‘ responsibility As one‘s own responsibility Work-Life- Balance Delimitation as leadership responsibility Delimitation as personal responsibility SecurityContinued employment taken for granted Employment perspective through the maintenance of networks Orientation towards the organization Orientation towards the profession ‘Standard’ employee ‘Non-standard’ employee Change?

6 Changing expectations and sustaining bonds | Wehling, Teupen | Leuven | October 27-28, Findings: Security Perceptions "(...) to have the feeling that my job is, let's say, 90% secure. That's the security that I think is very very important.” “Security is the beginning of the disaster. (…)”

7 Changing expectations and sustaining bonds | Wehling, Teupen | Leuven | October 27-28, 2011 Standard employeeNon-standard employee SecurityJob security, guaranteed by an open-ended contract. Security is primarily associated with financial security through project opportunities. ThreatsPoor economic situation of the company. Uncertainty about further projects. Strategies for Securing Requesting information on the economic development of the company. Targeted search for a “long-term perspective” (open-ended contract). Building networks. Savings, income of partner. Awareness that absolute (job) security does no longer exist (‘relative security’). Increasingly risk-averse because of age and family obligations. 4. Findings: Security Perceptions

8 Changing expectations and sustaining bonds | Wehling, Teupen | Leuven | October 27-28, Findings: Psychological Contract Maintaining interests of the organization Entrepreneurship and Proactivity Honesty and reliability Employees‘ background Employees willing to make decisions and take on responsibility Creative, market-oriented and socially competent individuals Manner of cooperation Compliance with organizational rules Partnership-like relationship Work ConditionsReasonable work conditionsFreedom for creativity Personnel Development Continuous trainingProviding opportunities for development Employment securityis not addressedAwareness Reference to more flexbility Reference to traditional values ‘Standard’ employer ‘Non-standard’ employer Change?

9 Changing expectations and sustaining bonds | Wehling, Teupen | Leuven | October 27-28, 2011 "Uncertainty is standard” "I am indeed no life insurance” 4. Findings: Security Perceptions

10 Changing expectations and sustaining bonds | Wehling, Teupen | Leuven | October 27-28, 2011 Standard employerNon-standard employer Job security does no longer exist. SecurityPerception that an indefinite employment contract conveys the employees a sense of security. Employer does not feel responsible for the creation of security. Gaining security is in the responsibility of the work force. ThreatsFixed-term contracts as a risk because good people can possibly not be recruited or kept. Cooperation with freelancers implies the risk of fluctuation. Strategies for securing Open communication about business numbers. If the economic situation permits it, a permanent employment contracts is granted. Maintaining a long-term cooperation, built on values ​​such as trust, honesty and openness. Providing planning reliability and a perspective. 3. Findings: Security Perceptions

11 Changing expectations and sustaining bonds | Wehling, Teupen | Leuven | October 27-28, Findings: Approx. congruent cognitions ‘Non-standard’ employee distance, focus on professionalism; perceived financial security is ensured in particular through job prospects ‘Non-standard’ employer closeness, focus on trad. Values; try to give an early perspective on future projects Stability? ‘Standard’ employee entrepreneurship within the organization; perceived security through an open ended contract Stability? ‘Standard’ employer entrepreneurship within the organization; try to provide an open ended contract

12 Changing expectations and sustaining bonds | Wehling, Teupen | Leuven | October 27-28, Conclusions: Asynchronies & Contradictions Changes in forms of work organization are accompanied by changed expectations, needs and demands. Coexistence of relational and transactional psychological contract contents: Flexibility and employability complement security and loyality. Bonds have changed but keep approximately stable at the same time, because they have changed on the part of the employer and the employee. Expectations and promises are primarily aimed at compensating the structural deficiencies of the respective exchange context.

13 Changing expectations and sustaining bonds | Wehling, Teupen | Leuven | October 27-28, 2011 ThanX!