an article by Rachel Skaggs (Vanderbilt University, Nashville, TN, USA) published in Work and Occupations Volume 46 Issue 2 (May 2019)
Abstract
Failure is a normal aspect of work in creative industries; even highly successful artists are subject to rejection by critics, fans, and peers. It is known that organizations such as schools and workplaces are the primary space for job-related socialization, but artistic careers are characterized by nonstandard employment relations and do not generally require formal schooling. Without the bureaucratic structures typically used to socialize novice group members, how do artistic occupational communities socialize aspirants to manage rejection and labor market failure?
This article draws from 6 months of participant observation from “Song Club”, a periodic professional workshop for aspiring songwriters where aspirants present a song to publishers in the hopes of having it recorded and released to commercial audiences.
During the period of study, 403 songs were presented to publishers, and 327 were rejected. During the workshops, Song Club members are socialized toward normalizing rejection, appropriately interacting with gatekeepers, and developing collaborative relationships with peers. Adopting these norms reduces the likelihood of failure and contextualizes the meaning of rejection in this occupational community.
Showing posts with label socialization. Show all posts
Showing posts with label socialization. Show all posts
Thursday, 2 May 2019
Thursday, 31 May 2012
The Psychic Cost of Doing Wrong: Ethical Conflict, Divestiture Socialization, and Emotional Exhaustion
an article by John D. Kammeyer-Mueller and Lauren S. Simon (University of Florida) and Bruce L. Rich (California State University, San Marcos) published in Journal of Management Volume 30 Number 3 (May 2012)
Abstract
Many employees feel ethically conflicted at work, but research has yet to identify the specific mechanisms that give rise to this sense of ethical conflict.
The authors propose that ethical conflicts occur when companies encourage employees to behave counter to their own sense of right and wrong during the process of organizational socialization. Employees who are subject to these pressures experience psychological distress.
The authors’ study of 371 early career lawyers found that divestiture socialization was positively related to ethical conflict and that ethical conflict was related to higher emotional exhaustion and lower career fulfilment. Ethical conflict partially mediated the relationship between divestiture socialization and emotional exhaustion.
Narrative comments provided by respondents reinforced the relationship between divestiture socialization and ethical conflict.
Hazel’s comment:
I wasn't sure about the phrase “divestiture socialization” and found this article by Van Maanen, J. and E. H. Schein from 1979 helpful. I hope you do to (or maybe you didn’t need it!)
Abstract
Many employees feel ethically conflicted at work, but research has yet to identify the specific mechanisms that give rise to this sense of ethical conflict.
The authors propose that ethical conflicts occur when companies encourage employees to behave counter to their own sense of right and wrong during the process of organizational socialization. Employees who are subject to these pressures experience psychological distress.
The authors’ study of 371 early career lawyers found that divestiture socialization was positively related to ethical conflict and that ethical conflict was related to higher emotional exhaustion and lower career fulfilment. Ethical conflict partially mediated the relationship between divestiture socialization and emotional exhaustion.
Narrative comments provided by respondents reinforced the relationship between divestiture socialization and ethical conflict.
Hazel’s comment:
I wasn't sure about the phrase “divestiture socialization” and found this article by Van Maanen, J. and E. H. Schein from 1979 helpful. I hope you do to (or maybe you didn’t need it!)
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