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150 SNAKES IN SUITS
course work on managing your finances and anger management, as
well. They will report to me how you’re doing. Do you have any
questions?”
“No,” Al said, feigning a humble smile. “I know what I have to
do and, trust me, I’ll pay everything back. My goal is to regain my
integrity. Thank you for helping me and seeing my side of things.”
Ginny rose as the counselor arrived at the appointed time.
“Hello,” he said to Al, “come with me. I’ll introduce you to some of
the others.”
As Al left with the counselor, Ginny finished her notes. She
added a few more observations, completed the assessment, and closed
the file, placing it on top of one of the many piles surrounding her
desk. No surprise about his personality, she thought.
As she walked to the reception area to pick up her next client, she
ran into a fellow probation officer. “How was your morning?” her
colleague asked.
“You know, these white-collar guys are the worst,” she said.
“They get their hand slapped, never do time, brag about it, blame
everyone but themselves, and then, once they land another job, do it
all over again. What an attitude; give me a car thief any day over
these guys—at least they’re honest.”
Psychological Employment Contract
Historically, people have joined large organizations because of the
many benefits afforded them. Businesses, the military, and governments
offer chances to build a career in one’s area of competence;
they provide access to financial and technical resources individuals
rarely acquire on their own, and, for those so motivated, there is the
opportunity for advancement. The “psychological contract” implied
by employment in older (1940s–1970s)-style organizations could include
a long, profitable career; job security; good benefits; and employment
for life. The “gold watch” received upon retirement was