Joan Acker describes the traditional model of the ideal worker based on the stereotypes of productivity and sacrifice. The first essential characteristic of the perfect employee is his desire to put work first in his life (Acker, 1990). Such people are constantly overworking and taking on overtime assignments, demonstrating devotion and love for the place where they are. The second key characteristic is the willingness to move for work, that is, to sacrifice not only employees’ time but also their basic comfort (Acker, 1990). The third essential characteristic is visibility in the office or workplace in general (Acker, 1990). The employee must exude employment and the process of solving tasks. The employer wants other people, including guests to the office, to see how much effort the employee puts in every day. The fourth characteristic is a more substantial commitment to work than other commitments and priorities (Acker, 1990). Such an employee is loyal to his organization and is not inclined to criticize it, except in a very mild form. This person will adopt the ideology of the company in which he works and its value system.
Unfortunately, there are employers at the moment who the model described by Joan Acker guides. Given the progress in the education of young professionals and the situation in the modern labor market, I think this is neither justified nor fair. Productivity is the scourge of our time, especially in recent years, and people can get psychological problems from not living up to social expectations. In any case, modern workplaces require mainly creativity and a sober look at the business from employees. Symbolic or social capital, the presence of acquaintances, and the ability to establish them in a short time are significant. Employers appreciate it when an employee can demonstrate knowledge of his diploma and show communication freedom. A good example is Microsoft’s in detail teamwork and hiring policy (McIntyre, 2021). Such large companies increasingly postulate the ideas of honesty in the team and inclusiveness.
References
Acker, J. (1990). Hierarchies, jobs, bodies: A theory of gendered organizations. Gender & Society, 4(2), 139–158. Web.
McIntyre, L. Microsoft’s 2021 diversity & inclusion report: Demonstrating progress and remaining accountable to our commitments. The Official Microsoft Blog. Web.