Managing the new individual–organization linkages
Individual differences in the relationship with the organization Herriot1 points out that: ‘. . . the employment relationship is ultimately a relationship between human beings and as such is subject to the same fundamental psychological constraints and influences as are other human relationships’. He argues that it is possible to use metaphors drawing upon a wide range of other relationships to capture the essence of the employment relationship. Table 8.1 summarizes eight different types of employment relationship from a psychological sense that exists between the individual and the organization. Each relationship can be characterized by a series of key features and each has a negative side – what Herriot calls a ‘flip-side’ that can come to the fore if the mutual obligations embodied in the contract are not met and trust drains away from the relationship. As we saw in the previous chapter, the important features of the employment relationship can be destroyed. The flip-side is what it feels like when the relationship goes wrong. Sadly, many people will only understand the deal to which they have been working within their organization by recognizing the flip-side perceptions of their deal having gone wrong.