Case for Analysis: the University Art Museum
doi: 10.1111/j.1748-8583.2010.00137.x
The psychological contract and the transition from office-based to home-based work
Susanne Tietze, Nottingham Business School, Nottingham Trent University Sara Nadin, Sheffield University School of Management, University of Sheffield Human Resource Management Journal, Vol 21, no 3, 2011, pages 318–334
This article explores how the transition from office-based to home-based work impacts upon the psychological contracts of employees involved. Adopting a qualitative case study approach, utilising a short-term longitudinal design, the setting is a local authority which implemented a 3-month homeworking pilot scheme. Using the psychological contract as an analytical framework it is shown how the implementation of the changes impacts upon the psychological contracts not only in the workplace but also in the home. In both the arenas of work and the home, obligations are surfaced (and sometimes renegotiated) and boundaries are redrawn. The relationship with the employer becomes increasingly transactional, enabling participants to redefine the status of work in relation to their other priorities. Whilst homeworkers exhibit an increased commitment to the mode of work and become more productive for their employer, they also exhibit a more transactional orientation to work, threatening to leave if homeworking is withdrawn. We explore the methodological and theoretical implications of our findings drawing attention to the analytical potential of the psychological contract for generating more critical insights. Contact: Dr Sara Nadin, Sheffield University School of Management, University of Sheffield, 9 Mappin Street, Sheffield S1 4DT, UK. Email: s.j.nadin@sheffield.ac.uk hrmj_137 318..334
INTRODUCTION
U
tilising the framework of the psychological contract, the aim of this article is to explore the changing nature of obligations characterising the relationships employees share with their employer and family members in the
The psychological contract and the transition from office-based to home-based work
Susanne Tietze, Nottingham Business School, Nottingham Trent University Sara Nadin, Sheffield University School of Management, University of Sheffield Human Resource Management Journal, Vol 21, no 3, 2011, pages 318–334
This article explores how the transition from office-based to home-based work impacts upon the psychological contracts of employees involved. Adopting a qualitative case study approach, utilising a short-term longitudinal design, the setting is a local authority which implemented a 3-month homeworking pilot scheme. Using the psychological contract as an analytical framework it is shown how the implementation of the changes impacts upon the psychological contracts not only in the workplace but also in the home. In both the arenas of work and the home, obligations are surfaced (and sometimes renegotiated) and boundaries are redrawn. The relationship with the employer becomes increasingly transactional, enabling participants to redefine the status of work in relation to their other priorities. Whilst homeworkers exhibit an increased commitment to the mode of work and become more productive for their employer, they also exhibit a more transactional orientation to work, threatening to leave if homeworking is withdrawn. We explore the methodological and theoretical implications of our findings drawing attention to the analytical potential of the psychological contract for generating more critical insights. Contact: Dr Sara Nadin, Sheffield University School of Management, University of Sheffield, 9 Mappin Street, Sheffield S1 4DT, UK. Email: s.j.nadin@sheffield.ac.uk hrmj_137 318..334
INTRODUCTION
U
tilising the framework of the psychological contract, the aim of this article is to explore the changing nature of obligations characterising the relationships employees share with their employer and family members in the
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Homeworking as an escape 2. Expected gains from homeworking i. Escape negative aspects of work environment ii. Balance caring and work responsibilities iii. More time for self/family/own interests iv. Avoid the need to retire 3. Orientation to work Post-implementation themes 4. Responses to homeworking i. Own responses ii. Responses of others 5. Productivity improvements 6. Home/office interface 7. Social isolation 8. Impact on household i. Domestic responsibilities ii. Managing boundaries 9. Prospect of a return to the office 334 HUMAN RESOURCE MANAGEMENT JOURNAL, VOL 21 NO 3, 2011 © 2010 Blackwell Publishing Ltd.