Description:
This paper compares the perceptions of Australian apprentices/trainees and employers of apprentices/trainees in relation to the psychological contract: the unwritten mutual expectations employers and employees have of each other. A random sample of apprentices and trainees (N = 219) and employers of apprentices and trainees (N = 262) from Victoria and Queensland, Australia completed surveys. Information was collected about perceived employer, employee and training obligations and how well they had been met. Overall it was found that apprentices/trainees and employers rated similar individual employer, employee and training obligations as being the most and least important. Training obligations were perceived by both parties as being the most important obligations overall. Differences between the groups mainly related to perceptions of the extent to which obligations were met, particularly employer obligations. Despite significant differences, the overall mean ratings suggest that the psychological contract is being met well for both parties. Implications of the research for psychological contracts and for apprenticeships/traineeships are discussed.
Description:
The organization of work in call centres has been the centre of study and debate for a number of years. This article explores the adoption of nationally-recognized training (based on formal qualifications) in Australian call centres, which is now becoming quite widespread, and its relationship to work organization and human resource management practices. The article draws on a national research project that explored the take up of nationally recognized training by Australian employers. A number of call centres were included in this study that forms the basis for the present article. One of the major attractions for call centre employers, apart from the financial incentives involved in adoption, is the close fit between nationally recognized training and work organization. Because of its on-job nature, such training fits the close quantitative controls that characterize almost all call centres. Because of its integration into the workplace and into work organization, nationally recognized training seems to be moving human resource management processes towards an increased emphasis on employee development.