Employability Table of Contents The success of the present organisations and individuals are based on their adaptability to change. In the present scenario, employment is generally referred as more than having a job…
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In the present scenario, there is no such situation where there is an elongated job for life. This means that it may not be possible for an individual to generate long-term contract with an organisation and in the meantime an organisation cannot expect an individual with loyalty and dedication towards the job. In the past scenario, there was a long-term commitment between an individual with an organisation. However, at the present time there is a chance for an employee to leave an organisation after a few months notice and may get appointed in the competing organisation (Senyucel, 2009). The commitment, motivation and job satisfaction of an employee are closely related which may result in increase in employee’s performance level. The trust, bond and commitment that were present between individuals and organisations have become weak in present scenario. The bond can be created by the human resource management itself by making inner investment within an organisation. Employees expect that their employers should consider them as one of the valuable assets of an organisation. Nowadays, employees expect the employers to invest on their training and development and for this organisations want the employees to be creative, flexible as well as productive (Senyucel, 2009). The psychological agreement between organisations and employees provides no benefit to employees because there is no enduring job security for them and organisations are continuously changing the conditions of employment. As there is huge competition, the employees are looking for better opportunities in order to develop their knowledge as well as skill. Organisations in present condition, at times hire an individual on a short-term basis. As a result, there is no employment assurance for an individual. The organisations are incapable of fulfilling the psychological contract as demanded by an employee due to various reasons. The training and development as required by an employee from an organisation requires both time and resources for conducting such program. An organisation has less time to allocate the entire resources for the programs for employee. To fulfil this need, other employees need to be allocated in place of one who undergoes training program, but it seems to be quite difficult because hiring of new candidate for short-term is required and as a result more wages have to be paid to increased number of employees. Therefore, the psychological agreement seems to be unable to be fulfilled by an organisation (Senyucel, 2009). Change in the nature of work also has an impact on the older generation people. A few individuals prefer to leave the job due to physical activities whereas the others remain in the job. According to a report published by Richard W. Johnson, in the year 2006, employees faced various types of job demand. Only 7% of employees were interested in physical activities related work. Nonphysical works were in high demand among the individuals. 35% employees were employed in the job which requires high cognitive skill. Use of computer has become significant for performing the job. 18% of employees need relevant skills as well as knowledge and interpersonal skill has become vital for 34% of jobs. In present jobs, stress has become a common aspect. About 9% of employees are involved in stress related to conflict
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