Moonlighting and Protean Careers

8/22/2019 Moonlighting and Protean Careers

1/29

Moonlighting

phenomenon

&

protean career

SUBMITTED BY(GROUP-8):

DEEPSHIKAKRITI REHANI

SHIVANI

SONAM

SUPRIYA SAROHA

RAHUL SARIN


2/29

MOONLIGHTING

PHENOMENON


3/29

DEFINATION This is a situation, which arises among employees on

account of dissatisfaction from present wage &salary structure. They feel that employer enjoys theincreased profit and that they are being exploited bythe employer. Consequently they agitate for hike inwages or take up another part-time job or businesssimultaneously with that of the original job.

Moonlighting is defined as to work at an additionaljob after ones regular, full time employment, as atnight.

Sometimes refered to as double jobbing.


4/29

STATISTICS ABOUT MOONLIGHTING According to the most recent figures , there are over

600,000 people with more than one job in Australia,

representing approximately 5.4 per cent of the

population. Women are more likely to be multiple jobholders than

men, and retail is the primary source of a second job,

followed by healthcare.

In USA a recent survey of employees who moonlightshows that 13% moonlight with a second job because of

the economy.

There are as many as 4.17 million Americans moonlight.


5/29

WHY EMPLOYEES MOONLIGHT Employees are trying to make up what was lost in pay

freezes, furloughs or decreased hours.

Technology makes a second job easier, especially

with smart phones and virtual access.


6/29

POSITIVES ABOUTMOONLIGHTING Employees can improve their job skills on someone

elses dime. Employees may be learning new skills

that can benefit their organization.

Allowing employees to Moonlight can help improve

retention. Employees may not feel as much desire to

look for another job when they can juggle both.

Moonlighting can help compensate employees in adifficult economy.


7/29

EMPLOYER CONCERNS ABOUTMOONLIGHTING Moonlighting may give employees the opportunity to

divulge trade secrets.

Employees may become distracted or unproductive from

core job responsibilities.

Employees may use company resources for second job.

Employee may come to work tired and ultimately sleep

on the job. Second job can detract from job responsibilities, focus

and can affect employees health.

Does second job affect current job responsibilities?


8/29

WHAT ORGANIZATIONS CAN DOTO MANAGE MOONLIGHTINGEMPLOYEES


9/29

Employers should focus on performance management

and employee performance. Are they accomplishing

their employee goals? Is the organization meetingits business goals?

Have conflict of interest policies that employees sign

off on and have a good understanding of. Does what

the employee does for a second job interfere withorganizations key objectives?

Employers should be flexible and look at each situation

individually.


10/29

Employers should make sure employees do notmoonlight with a competitor. Working for a competitor

may create the opportunity for the employee to divulge

trade secrets.

Moonlighting should not be banned altogether. This is

probably not the best way to deal with the situation

because it can cause retention problems and lead to

poor employee relations.Instead, the employer shouldadopt a moonlighting policy that simply discourages

outside employment or restricts it based on business-

related criteria.


11/29

Guidelines for the policy

Issuance of a Policyallowing moonlighting by

empoloyees by the

Organization

or not?


12/29

AVOID CONFLICTS OF INTEREST

The outside employment cannot involve a materialconflict of interest related to ones organizations

trade secrets and proprietary information.

The outside employer cannot be a competitor of theorganization.

The outside employment cannot involve work that

would adversely affect the organizations image.


13/29

KEEPING OUTSIDE WORK

SEPARATE

The employee cannot perform outside work during

the normally scheduled work hours of the

organization.

The employee cannot use the organizations tools orequipment (fax, phone, copier, software, computer,

letterhead, envelopes, etc.) for outside work.

The outside work cannot interfere with theemployees job performance.

The employee cannot represent his organization

while working for the outside employer


14/29

ESTABLISHING AN APPROVAL

PROCESS

Before performing any outside work, the

employee must notify and receive approval from

his or her immediate manager and from human

resources department. Serving on the board or in an advisory capacity for

another business or for-profit organization must be

approved by the human resources department and

by the CEO, board of directors, or the highest level

of management.


15/29

Thus, in order to prevent uncertainties, moonlighting has to be

regulated and controlled.

Instead, the employer may have to investigate the impact that

the moonlighting has had on the employees performance. If it is

found that moonlighting negatively affected the employees

performance, then a disciplinary course to be followed would

have to be the one of a form of incapacity known as a poor

work performance.

Policies must be put in place and their terms must be

incorporated in the employment contract for employees to know

and appreciate the consequences of breaching them.


16/29

CONCLUSION

Moonlighting policies should be specific, yet

flexible.

Employees need to understand their boundaries as

well as be given a good understanding of why apolicy exists.

Having well thought out policies and a good

management process for moonlighting can create a

positive outcome for both the employee as well as the

employer.


17/29

PROTEANCAREER


18/29

What is a career?

Traditional Career

Sequence of positions held within an occupation

Context of mobility is within an organization

Characteristic of the employee

Protean Career

Frequently changing based on changes in theperson and changes in the work environment

Employees take major responsibility for managingtheir careers


19/29

Protean carreers

Protean career is a form in which the individual, takes the

responsibilty for

transforming their career path,

taking responsibilty for their career and

changing himself or herself according to need

The term Protean career, the origin of which comes from

Proteus, a Greek sea-god who could change in form as

the situation demanded. The concept of the protean career dates to 1976, when in the book

Careers in Organizations, Douglas T. Hall noted an emerging

type of career form that was less dependent upon the organization

in terms of defining success or achieving certain outcomes.


20/29

Protean career (contd)

It consists of the persons varied experience in

education,traininh,work in several organizations,

chnages in occupational field, etc.

Protean career is a process in which the person, not theorganization is managing

It is persons own personal career choices and search

for self fullfillment

It is essentially a contract with oneself, rather than with

the organization

It is outside the structures and traditional boundaries

and the orgnizational hierarchy.


21/29

dimensions of the protean

career

Two broad dimensions of the protean career are:-

(1) A values-driven career orientation : Having a

values-driven career orientation means that the career

actor is defining career values on his or her own termsand assessing career success according to those terms.

(2) Self directed career management: Self-directedcareer management occurs when a career actor actively

manages his or her own career development according

to personal values.


22/29

A SHIFT to a new transformationalworkplace The Industrial Age workplace has been replaced by the

Protean workplace.

The 2 key factors that have contributed to this workplace

shift are1) technology

2) globalization.

Technology, automation, and robotics are eliminating jobs as is

globalization. Freed from the shackles of communism in the

early 1990s, 1.8 BILLION new inductees have entered the free

market system from countries once dominated by the Soviet

Union. Its not just India and China that businesses are

outsourcing work to.


23/29

Elements of protean

career contract1)The career is managed by the person, not the organization.

2)The career is a lifelong series of experiences, skills,

learning, transitions, and identity changes.

3)Development is: continmuous learning

Self directed

Rational

Found in work challenges

4)Development is not(necessarily):

Formal traing

Retraining, or

Upward mobility


24/29

5) The ingredients of success come from: Know-how to learn-how

job security to employabilty

organizational careers to protean careers, and

work self to whole self

6) The organization provides: challenging assignments

developmental relationships

Information and other developmental resource.

7)The goal : psychological success

Elements of protean career

contract (cont.)


25/29

Comparison of Traditional Careerand Protean Career

Dimension Traditional Career Protean Career

Goal Promotions

Salary increase

Psychological success

Psychological

contract

Security for

commitment

Employability for flexibility

Mobility Vertical Lateral

Responsibility for

Management

Company Employee

Pattern Linear and expert Spiral and transitory

Expertise Know how Learn how

Development Heavy reliance on

formal training

Greater reliance on relationships and job

experiences

6 tips to thri e in the ne


26/29

6 tips to thri e in the neProtean workplace

Reduce television time and spend an hour a daycontemplating the future and where you fit in. You

cant change anything tomorrow with the same

thoughts you have today.

Dont put all your financial eggs in one basket;

consider multiple sources of income.

Bring more value to the marketplace tomorrow than

you did today; invest in lifelong education andincrease your worth, so you are compensated

accordingly.

6 tips to thrive in the new


27/29

Create your own job. You dont have to invest big bucksto start a business. Just seek out opportunities and go

for it! Become a painter, a cook, an electrician, a

subcontractor, or form a web-based business. Be

resourceful and identify ways to self-generate income.

Downsize your life and live within your means. The

federal government is broke and most states are as

well. All of society must become fiscally responsible. Invest in good health. No one can build a thriving future

with poor health, no energy, and a negative mindset. We

all must work as hard on ourselves as we do on our

careers.

6 tips to thrive in the new

Protean workplace(cont.)


28/29

conclusion

Companies are operating in a more complex

(knowledge-based/global) environment, which is

constantly changing.

They need to be flexible and nimble in order to stay inbusiness and hence many companies have given-up

the idea of keeping employees for a lifetime.

By doing, so they have transferred the responsibility

and risk of managing careers to the individual.

There may be limited jobs, but there are unlimited

opportunities


29/29

So in order to survive this change, Job seekers mustbecome opportunity seekers.

Individuals need to become more self-reliant in

managing their careers. This means knowing what theywant from their careers, developing theskills/knowledge/ network that is necessary to achievetheir goals and being able to change with change.

In context of the organizations, they should make sureto provide its employees with the resources /opportunities necessary for managing their career, eitherwithin or outside your firm if they want to retain their

best employees.

Moonlighting and Protean Careers

Documents

Transcript of Moonlighting and Protean Careers