Individualism in organisations: Does employment contract innovation make a difference?

Abstract

A shift from collectivism to individualism in managing employees is identified in employment studies. Developments in Australia have reflected this change, accompanied by claimed organisation benefits. This paper examines an empirical data set to examine such claims on key dimensions in the employment relation. The analysis points to few differences in views between employees working under individual contracts and those not. Moreover the factors generating concern over individual and firm performance among employees differed little between the two groups. Traditional work factors underpinned attitudes for both. The differences that emerge from organisation size, union membership and gender appear to be inconsistent with the claims of individualism. The data point to the importance of general employee concerns – job satisfaction and perceived management style – in generating employee commitment and loyalty. The findings have implications for the nature of employee relations and management, which are discussed in light of their theoretical and practical ramifications.

Citation

Morgan, D.E. and Zeffane, R. (2003), "Individualism in organisations: Does employment contract innovation make a difference?", Employee Relations, Vol. 25 No. 6, pp. 536-556. https://doi.org/10.1108/01425450310501298