The Process and the Learning of Workplace Devaluation: A Malaysian Case Study
Workers recognized and appreciated overtly by the management perceive themselves as valued employees. In contrast, employees that are not rewarded or not recognized perceive themselves as either un-valued or undervalued. On the other hand, valued employees feel devalued when they are subjected t...
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| Main Author: | |
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| Format: | Thesis |
| Language: | English English |
| Published: |
2002
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| Subjects: | |
| Online Access: | http://psasir.upm.edu.my/id/eprint/9281/1/FPP_2002_8.pdf |
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| Summary: | Workers recognized and appreciated overtly by the management
perceive themselves as valued employees. In contrast, employees that are not
rewarded or not recognized perceive themselves as either un-valued or undervalued.
On the other hand, valued employees feel devalued when they are
subjected to situations that symbolize that the organization is ignoring their
contributions, commitment and competence.
This qualitative case study seeks to understand the experiences of six
devalued managers of one Malaysian organization. They were transferred to a
new post that commands reduced positional power, reduced influence and
carries lower job scope and responsibilities when compared to the previous
post. Data was collected through a series of in-depth interviews. Findings were extracted through grounded theory analysis techniques of open coding,
constant comparison, storyline, memos and diagrams.
The findings produced a three-phase process of workplace devaluation.
"Agitation," the first phase, was a period of suspense, anxiety, uncertainty and
hope for the individuals. "Assimilation," the second phase, was a period of
intense internal self-struggle for the individuals. They experienced states of
conflict, denial and rationalization. In "Acknowledgment," the third phase, the
individuals either passively accept (acknowledge) their situation or act to
redress their condition. |
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