Global Journal of Management and Business Research, A: Administration and Management, Volume 23 Issue 10

Global Journal of Management and Business Research ( A ) XXIII Issue X Version I Year 2023 44 © 2023 Global Journals recent scholarship on the characteristics of managerial work in the rapidly transforming workplace. II. C haracteristics of M anagerial W ork in a C ontext of W orkplace T ransformation Since the turn of the millennium, major transformational change has swept through the workplace and dramatically redefined both work and the ability of managers to assume their roles and remain employed. Well before COVID-19, studies had shown that managerial work was heavily affected by constant organizational restructuring, a manifest tendency to rationalize the workforce and often incredibly unrealistic and short-term performance target plans (Foster et al., 2019; Harris & Ogbonna, 2020; Hassard et al., 2012; Mercure, 2018; Trudel & Gosselin, 2010; Worrall & Cooper, 2014). Some studies have highlighted the downside of this new work, including the rise to dominance of the shareholder-focused market and intensive and short-term capital appreciation (Bal & Dóci, 2018; Deakin & Wilkinson, 2011; Hassard et al., 2012; Kochan et al., 2019), intensified competition in the global market (Farrell & Morris, 2013; Harris & Ogbonna, 2020; Kochan et al., 2019; Ross et al., 2017; Worrall & Cooper, 2014), and the varied models of agility aimed at minimizing production costs and maximizing organi- zational efficiency (Durand, 2018; Farrell & Morris, 2013; Kochan et al., 2019; Taskin et al., 2017; Yadav et al., 2017). Others have pointed to the shift towards a management system increasingly focused on corporate performance, profitability and productivity (Alvesson et al., 2017; Bal & Dóci, 2018; Taskin et al., 2017; Yadav et al., 2017), and escalating demands from shareholders and customers(Foster et al., 2019; Trudel & Gosselin, 2010). These changes are also reflected in an economy increasingly based on further enhancing services and new forms of customer-driven pressures (du Tertre, 2013; Durand, 2018; Mercure, 2017). Managers now see their performance revolve around financial targets as the sole organizing dimension of their work, yet their duties involve many other aspects that shape their workplace experiences (de Gaulejac & Hanique, 2019; Dujarier, 2015). This transformative change in the organization of work is spurred by a discernible individualistic culture based on achieving targets and incentive compensation systems (e.g., salary increases, bonuses)(Foster et al., 2019). All these organizational pressures can present managers with a decline in working conditions, an increase in workload and a decrease in autonomous decision-making (Hamouche, 2019; St-Hilaire & Gilbert, 2019). Studies show, in fact, that managerial work is burdened by a prolife ration of demands and performance objectives (Cousin & Mispelblom Beyer, 2011; Farrell & Morris, 2013; Fortier, 2018; Harris & Ogbonna, 2020; Worrall & Cooper, 2014)¸ a lack of resources (e.g., time, financial) to develop service activities and manage direct reports (Cregård & Corin, 2019; Mhiri & Teneau, 2015), work overload due to added administrative tasks (Cregård & Corin, 2019; Créno & Cahour, 2016; Mhiri & Teneau, 2015; Pelletier, 2014), and more fragmented, sporadic work activities (Alvesson et al., 2017; Bobillier Chaumon et al., 2018). In some cases, managers are boxed in, confronted by the conflicting demands and complex workplace experiences at the heart of ethical dilemmas, and find themselves increasingly on their own as a result of competitive relationships that lead to individualization and a weakened sense of identity( Alvesson et al., 2017; Giguère et al., 2020; Cousin & Mispelblom Beyer, 2011; Pelletier, 2014). As their professional responsibilities ramp up, this new world of work pushes managers to commit to longer working hours (Farrell & Morris, 2013; Glée-Vermande & Beyer, 2012; Harris & Ogbonna, 2020; Pelletier, 2014) and poses health risks, in particular burnout (Eurofound, 2019; Worrall & Cooper, 2014). All these findings raise major concerns about integrating and retaining managers- specifically young professionals in the early stages of their careers- against this evolving landscape of transformation. In this respect, some researchers have pointed out these changes also have an impact on the workplace integration process, particularly for younger generations, whose career progressions tend to be more fluid, unstable, irregular and uncertain (Danvers, 2018; Guichard, 2018; Vultur & Bernier, 2014). Yet this sub-group of young professionals remains an under-researched population, both in studies on managerial work (Barley & Kunda, 2001; Gjerde & Alvesson, 2020; Korica et al., 2017), organizational changes and the shifting roles of managers (Farrell & Morris, 2013; Hassard et al., 2012; Worrall & Cooper, 2014), and the impacts these changes have on the limitations and uncertainties of career development (Farrell & Morris, 2013; Hassard et al., 2012). It would thus warrant to examine the workplace experiences of young managers as they step into professional roles and the effects of these changes on their careers. The next section introduces our theoretical framework, which combines a life course approach (Fournier et al., 2016)with living work theory (Dejours, 2009; Molinier, 2008). III. T heoretical F ramework a) Life Course Approach Used in the field of guidance counselling to analyze career paths, a life course approach (Fournier et al., 2016) considers several elements: labour market transformations and their impact on life courses (Kohli, 2009), constructivist and systems theories of career development (Patton & McMahon, 2014; Savickas et al., 2009; Young & Valach, 2008) and sociology research on life courses (Elder, 2009; Lalive d'Epinay et al., 2005). Navigating Early Career Management: Workplace Experiences and Career Impact