Is This the end? Organising Identity as a Post-Modern Means to a Modernist End

Coates, G.

doi:10.1111/j.1467-954x.1995.tb00721.x

Cited by 3 publications

(3 citation statements)

References 26 publications

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“…This apparently contradicts HRM and performance appraisal and its efforts at integration (Coates, 1995). However, this does not seem to be a dilemma for management.…”

Section: 30mentioning

confidence: 97%

Organisation Man - Women and Organisational Culture

Coates¹

1997

Sociological Research Online

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Four decades ago, Whyte (1956), described how a new human expression had become universally evident. This was the notion of the 'Organisation Man', an early corporate culture characterised by the middle ranks of managers in large organisations, who were subject to a 'social ethic'. Under the original conception gender was not an issue. However, in a contemporary view of human resource management (HRM) and corporate culture, it has become crucial to understanding both notions of competitive advantage, and the thesis and influence of commitment in the literature and the workplace.This article deals with some issues of women and the organisation man/corporate culture thesis. Unlike many studies (e.g. Fletcher et al, 1993), there is a need to make a distinction between women and men concerning their perceptions and roles. A need to clarify the changes that have taken place in relation to the corporate culture thesis. The analysis in this paper is based on initial research material. It deals with the above issues in relation to gender in contemporary society, asking as it does, if the notion of corporate culture has changed to one where both men and women are implicated in the project at a full, emotional level.Keywords: Femininity; Gender; Management; Organisational Culture; Performance Appraisal; Sexuality; Women Introduction 1.1 The 'social ethic' in management practice Whyte (1956) described forty years ago was then a new universally evident organisational expression. It was the notion of Organisation Man (OM), an early corporate culture (CC), characterised by the middle ranks of managers in large organisations. Whereas the Protestant Ethic had emphasised individual salvation through hard work, thrift and competitive struggle (Weber, 1985), the social ethic hinged on three principle factors:1. A belief in belongingness as the ultimate need of the individual; 2. A belief in the application of science to achieve belongingness -to the group and organisation; 3. A belief in the group as the source of creativity. 1.2This sense of belongingness was akin to undertaking organisation vows, and in practice meant that members were more deeply beholden to their organisation than ever before. The OM rhetoric expressed notions of loyalty and singularity, whereas the present CC thesis focuses on loyalty, harmony and relationships between individuals as the goal. 1.3With OM, a 'special sort of person' arose, one who was reliable, and one whose personality and loyalty were subordinated to the organisation (Thompson and McHugh, 1990). This was very much a deterministic perspective of working individuals, based on notions of the organisation as a 'foundation of safety'. In return for loyalty, 'obedience' and identifying their goals with the organisations, individuals were offered job security and long-term careers. It is the contemporary notion of engendering obedience and commitment that is under scrutiny here. This is not overt, but a subtle version.

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“…This apparently contradicts HRM and performance appraisal and its efforts at integration (Coates, 1995). However, this does not seem to be a dilemma for management.…”

Section: 30mentioning

confidence: 97%

Organisation Man - Women and Organisational Culture

Coates¹

1997

Sociological Research Online

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“…This fear has become a rational one in recent times for the public sector (Foster and Hoggett, 1999; Harley and Lee, 1995), articulating notions of surveillance and control (Heath et al , 2002). Broadly speaking, there are two camps, those who support appraisal (Hill, 1997; Molander and Winterton, 1994; Murphy and Cleveland, 1995) and those who see it as a form of control (Coates, 1995; Elvira and Town, 2001).…”

Section: Introductionmentioning

confidence: 99%

“…Like management concepts such as organizational commitment, appraisal is subordinated under a notion of the ‘individual as resource’, to be drawn on and used to the full, much like machinery (Coates, 1995; Gale et al , 2002). In this, appraisal stresses the need for both employer and employee to focus in a complementary way on the purpose of furthering the organization.…”

Section: Introductionmentioning

confidence: 99%

En‐Trusting Appraisal to the Trust

Coates¹

2004

Gender Work & Organization

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Contemporary performance appraisal (henceforth appraisal) has become an important tool in overseeing employees' work. Little of the vast literature however, has focused on its effects on the individual, beyond simple descriptions informing its implementation by management. This article firstly examines the changing nature of employee management under appraisal, then investigates its contemporary usage and the effects on women. This is illustrated with research gathered from a case study in the Midlands. The article also examines the changing focus of appraisal as a means through which the marginal and not so marginal performer can be controlled. Analysis focuses on the use of subjective perception of 'women' through appraisal to create 'excellent' employees in a 'quality' environment and examines management's attempts to apply the powerful subjective manipulation of knowledge over women. The use of a hospital case study highlights some of these issues in relation to the changes taking place in the public service sector. This sector faces fundamental transformations in its concept of 'service'.

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