By Alan Brown, Simone R. Kirpal, Felix Rauner
This publication examines continuity and alter of id formation procedures at paintings below stipulations of contemporary operating strategies and exertions industry flexibility. by means of bringing jointly views from sociology, psychology, organizational administration, and vocational schooling and coaching, it connects the debates of abilities formation, human assets improvement, and careers with individual’s paintings dedication orientations.
Read or Download Identities at Work (Technical and Vocational Education and Training: Issues, Concerns and Prospects) PDF
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Extra resources for Identities at Work (Technical and Vocational Education and Training: Issues, Concerns and Prospects)
During the earlier period of sustained economic growth with a relatively low rate of unemployment (1965–1975) the French sociologist Renaud Sainsaulieu conducted major empirical investigations on work-related identity formation. On the basis of 200 qualitative interviews and 8,000 questionnaires that covered employees of different skill levels, who worked for public and private companies across a range of sectors, he developed a typology differentiating between four types of identity formation at work (Sainsaulieu, 1977, 1985).
Based on a multi-dimensional study with a sample working in 296 occupational specialisations identified from 81 companies across different sectors the following changes could be observed (Sainsaulieu, 1996, 1997): ● ● The ‘fusion’ type of identity that was anchored in a strong attachment towards colleagues, the community of practice and a formally established occupational status has been declining. This development concerns all categories of employees who have accumulated a long work experience (generally over 15 years) within public and private organisations belonging to traditional sectors.
They provide for continuity and stability in the work context and are based on vocational traditions. These traditions have long sustained biographic elements for individuals, which the mere job concept does not (Jaeger, 1989). One central aspect of collective identities therefore is to hold on to demarcations. These demarcations often exhibit highly regulated features leading to inflexibility when it comes to work organisation and innovation. To the extent to which they generate specific, rather narrow and closed professional cultures they can turn out to be highly resistant towards change (Kern and Sabel, 1994).