Work-lifestyle issues in the global corporation: A control perspective

Abstract

One of the most critical factors that are increasingly affecting the nature of work in Australia is that of globalisation. Particularly for Australia – and its longstanding contest with the ‘tyranny of distance’ – globalisation is being adopted by a growing number of companies in search of competitive advantage. On the other hand there are emergent concerns about work and lifestyle issues as these companies react to, and attempt to control, factors that are inherent to the global economy. For example, international companies are in fact ‘globalising’ to get more control over production and other work processes. Concurrently, managers as well as employees may find reduced "control" and other negative effects within their work and lifestyle environments because of the dictates of the 24x7 global economy. Accordingly, drawing on principles of social cognitive theory (Bandura, 1986, 1997, 2002), this paper critically examines to which extent both managers and employees’ self-efficacy may be challenged by these new work-lifestyle factors. Also addressed are emergent issues rising from the presenter’s involvement with a research-in-progress study already endorsed and supported by a major global player - Shell Australia.