Working and ageing - Cedefop - Europa
Working and ageing - Cedefop - Europa
Working and ageing - Cedefop - Europa
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CHAPTER 10<br />
Career development in later working life: implications for career guidance with older workers 193<br />
sense of personal values as he gave a sharp critique of top-down<br />
management that did not allow for respect for individual workers <strong>and</strong><br />
awareness of the eventualities of ʻreal lifeʼ. In his case this stretched from<br />
flexible planning of his teamʼs work to cope both with late delivery of<br />
components <strong>and</strong> with his teamʼs need for social interaction while working –<br />
the need to discuss the big football match of the previous evening.<br />
The research produced a picture of some ordinary workpeople who valued<br />
the learning they had gained from experience, expressed a willingness to be<br />
flexible to meet workplace needs, but held a strong sense of their own values.<br />
But with values come sticking points. Janet described her reasons for leaving<br />
teaching: ʻwhat am I doing if I donʼt see an outcome for children that is valuable<br />
in my eyes?ʼ (Janet, participant in Barhamʼs [2008] study).<br />
People bring existing ideas, or schema (Rousseau, 2001), to a prospective<br />
psychological contract. These schema include beliefs about promises <strong>and</strong><br />
obligations, <strong>and</strong> may include views of the employment contract as a complex<br />
relationship or a more simple transaction (Rousseau, 2001). There was little<br />
evidence of the latter among respondents to our study. Doreen exemplifies<br />
this in her unwillingness to ʻhang aroundʼ despite good pay when the induction<br />
training which she believed to be due to her failed to materialise. Colin<br />
recounted that he had refused the offer of an otherwise attractive job because<br />
the journey to work would be extremely unreliable: ʻIt would be disloyal. If I<br />
take on a job, I should be thereʼ. In both cases, the personal schema extends<br />
well beyond the transaction symbolised by the pay packet, <strong>and</strong> implies a<br />
mutual rather than a one-sided arrangement (Bal et al., 2010).<br />
Within extensive literature on the psychological contract between employer<br />
<strong>and</strong> employee, little attention has been paid to age differences (Bal et al.,<br />
2008). Bal et al. (2010) find a difference in views on the psychological contract<br />
between those workers with greater or with more restricted future time<br />
perspectives (though again there are sample limitations, in that their study<br />
was conducted with people beyond conventional retirement age for their<br />
country, the Netherl<strong>and</strong>s). Particularly for people with an expansive prospect<br />
in relation to the opportunity aspect of future time perspective, moving on to<br />
other opportunities may feel possible. Those with a more restricted view of<br />
future time perspective, in either of its aspects, may feel trapped by lack of<br />
alternative opportunity <strong>and</strong>/or by personal limitations. Bal et al. (2008)<br />
hypothesised that with increasing age <strong>and</strong> ability to regulate emotions, there<br />
would be a reduction in the emotional impact of a perceived breach of the<br />
psychological contract by their employer. While this held true for feelings of<br />
trust towards their employer, the opposite was found in relation to job