venerdì 9 aprile 2010

Is "identity" a victim of competitiveness? A recent study of organizational behavior published by Timothy Kieningham and Lerzan Toksoy shows that employees' perceptions of their employers' levels of commitment to them track their own levels of commitment to their employers. On both measures, the U.S. ranks low relative to other countries, particularly those in the Middle East. In responses to this month's column, Kamal Gupta believes one explanation is that "societies range from 'deal based' to 'relationship based,'" suggesting that the latter have higher levels of identity.

Perceptions vary widely on the issue of "identity" and economic performance, particularly as it applies to the U.S. One school of thought is summarized by C. J. Cullinane when he says, "Our identify has changed, and not for the better." Tom Hirons says, "(There is) a disconnect between the identity (employees) experience in their workplace and the identity valued in their organizations' business models." Dr. Kervokian asks, "What exactly is the new American dream…?" Mark Clark worries that "… in the rush to repair the bottom line, we are ignoring the engine that drives it." Gerald Nanninga laments that instead of going to economic war with committed volunteers, "… unfortunately, we are building a mercenary culture in the US workplace." As Dennis Hopwood puts it, "Executives cannot reasonably expect or command the commitment and loyalty of employees who perceive themselves as the most disposable of corporate assets…."