In Ch 3 the authors asked, what are some examples where an organization rewards something other that what it really seeks? I will explain an example.
Some companies reward employees that seek continuing education or training by paying for related fees and tuition. The idea is that the company will eventually benefit from the new skills acquired by employees. It is not always an explicit agreement between employee and employer that these newly acquired skills will be used towards the organization, but more so, a psychological contract may be established. In other words, the organization rewards the employee for educational enrichment, but what they are really looking for is application of the newly learned skills toward the work environment.
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Hope for A and Get B
Application for their newfound skills that benefit the company is a great idea. In a perfect world it would be wonderful if the company were set-up to encourage their members to seek out new skills to benefit their current jobs. However, my experience has been that the individual needs to be motivated to seek out these new skills in order to create value to their current position.
Creating opportunities for themselves and looking for new opportunities outside of the organization may be the next course of action. Not only is developing these skills important to the company, but it also creates a culture of improvement for the individual. Achieving these skills and adding them to your resume will only lead to more avenues of opportunities.
In the end, if the company is progressive enough to value your effort and offset your time and energy on this quest, then it will benefit exponentially in your desire to do more. However, if they do not allow you to demonstrate your new skills and apply them, then they do not deserve your dedication to building on your skills.
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