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Holding Up a Democratic Facade: How ‘New Work Organizations’ Avoid Resistance and Litigation When Dismissing Their Managers

New work is used as a general term to summarize professional developments in contemporary work style, structure and modus of organizations and society—this means collaborative work and flexible working hours on individual levels, and flat hierarchies and participatory decision-making on organization...

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Autores principales: Degen, Johanna L., Zekavat, Massih
Formato: Online Artículo Texto
Lenguaje:English
Publicado: Frontiers Media S.A. 2022
Materias:
Acceso en línea:https://www.ncbi.nlm.nih.gov/pmc/articles/PMC9120358/
https://www.ncbi.nlm.nih.gov/pubmed/35602750
http://dx.doi.org/10.3389/fpsyg.2022.789404
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author Degen, Johanna L.
Zekavat, Massih
author_facet Degen, Johanna L.
Zekavat, Massih
author_sort Degen, Johanna L.
collection PubMed
description New work is used as a general term to summarize professional developments in contemporary work style, structure and modus of organizations and society—this means collaborative work and flexible working hours on individual levels, and flat hierarchies and participatory decision-making on organizational levels. Contemporary corporations strive to orient toward the concept of new work to keep up with stakeholder demands, for instance in their branding strategies as an employer. However, studies on organizational practices indicate that alongside explicit values and agendas, organizations tend to slyly exert power to secure their (economic) interests. Constructive dismissal is one such instance where contractually protected employees are made to resign their positions because the work environment is altered to become increasingly unbearable. This research analyzes two case studies to explicate routine dismissal procedures at the managerial level in two internationally operating German corporations. Both corporations explicitly profile as new work environments and are structured according to democratic principles including flat hierarchies, feature institutionalized diversity management including control committees for equal opportunities, and emphasize values such as workplace dignity, employee agency, and equality. The data contain long-term participatory observation collected over a 6-month period from two managers of 5 and 8 years of experience in managerial duties. The content analysis of data reveals characteristics of everyday processes in these organizations especially in terminating managers. The findings are presented as the ‘model of the silent dismissal,’ containing seven types of managerial termination carried out by implicit power and symbolic conventions that circumvent subject participation and litigation in an effortless manner. After exposing the model’s mechanisms, we turn to discuss its meaning for both terminated and surviving subjects against a critical theoretical framework of neoliberalism, democracy, and power.
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spelling pubmed-91203582022-05-21 Holding Up a Democratic Facade: How ‘New Work Organizations’ Avoid Resistance and Litigation When Dismissing Their Managers Degen, Johanna L. Zekavat, Massih Front Psychol Psychology New work is used as a general term to summarize professional developments in contemporary work style, structure and modus of organizations and society—this means collaborative work and flexible working hours on individual levels, and flat hierarchies and participatory decision-making on organizational levels. Contemporary corporations strive to orient toward the concept of new work to keep up with stakeholder demands, for instance in their branding strategies as an employer. However, studies on organizational practices indicate that alongside explicit values and agendas, organizations tend to slyly exert power to secure their (economic) interests. Constructive dismissal is one such instance where contractually protected employees are made to resign their positions because the work environment is altered to become increasingly unbearable. This research analyzes two case studies to explicate routine dismissal procedures at the managerial level in two internationally operating German corporations. Both corporations explicitly profile as new work environments and are structured according to democratic principles including flat hierarchies, feature institutionalized diversity management including control committees for equal opportunities, and emphasize values such as workplace dignity, employee agency, and equality. The data contain long-term participatory observation collected over a 6-month period from two managers of 5 and 8 years of experience in managerial duties. The content analysis of data reveals characteristics of everyday processes in these organizations especially in terminating managers. The findings are presented as the ‘model of the silent dismissal,’ containing seven types of managerial termination carried out by implicit power and symbolic conventions that circumvent subject participation and litigation in an effortless manner. After exposing the model’s mechanisms, we turn to discuss its meaning for both terminated and surviving subjects against a critical theoretical framework of neoliberalism, democracy, and power. Frontiers Media S.A. 2022-05-06 /pmc/articles/PMC9120358/ /pubmed/35602750 http://dx.doi.org/10.3389/fpsyg.2022.789404 Text en Copyright © 2022 Degen and Zekavat. https://creativecommons.org/licenses/by/4.0/This is an open-access article distributed under the terms of the Creative Commons Attribution License (CC BY). The use, distribution or reproduction in other forums is permitted, provided the original author(s) and the copyright owner(s) are credited and that the original publication in this journal is cited, in accordance with accepted academic practice. No use, distribution or reproduction is permitted which does not comply with these terms.
spellingShingle Psychology
Degen, Johanna L.
Zekavat, Massih
Holding Up a Democratic Facade: How ‘New Work Organizations’ Avoid Resistance and Litigation When Dismissing Their Managers
title Holding Up a Democratic Facade: How ‘New Work Organizations’ Avoid Resistance and Litigation When Dismissing Their Managers
title_full Holding Up a Democratic Facade: How ‘New Work Organizations’ Avoid Resistance and Litigation When Dismissing Their Managers
title_fullStr Holding Up a Democratic Facade: How ‘New Work Organizations’ Avoid Resistance and Litigation When Dismissing Their Managers
title_full_unstemmed Holding Up a Democratic Facade: How ‘New Work Organizations’ Avoid Resistance and Litigation When Dismissing Their Managers
title_short Holding Up a Democratic Facade: How ‘New Work Organizations’ Avoid Resistance and Litigation When Dismissing Their Managers
title_sort holding up a democratic facade: how ‘new work organizations’ avoid resistance and litigation when dismissing their managers
topic Psychology
url https://www.ncbi.nlm.nih.gov/pmc/articles/PMC9120358/
https://www.ncbi.nlm.nih.gov/pubmed/35602750
http://dx.doi.org/10.3389/fpsyg.2022.789404
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