Organisations running and participating in the job market force workers to think of themselves as commodities. Contractually, one can take up a temp job and leave it when one chooses. It can, supposedly, be used as a stepping stone or as a trial. The job market creates the illusion of people and work as both being disposable and without cost, except time.
The reality is that not all work and work environments fit this mould. Work that involves significant training, support or responsibility cannot simply be treated as disposable. Frequent turnover of workers will diminish quality and damage morale.
Even if roles require limited training or support, people have emotions and economic needs that makes itinerant work difficult for most. Organisations understand this and the supposed flexibility of work, especially, temp work, is, often more true for the organisation than the individual.
Once a worker is on a temp contract for a few months, financial and reputational requirements may mean that they have to suspend their search for a secure job. Leaving too soon can affect their chances in the future. Moreover, workers have emotions and will feel a duty to colleagues and themselves, especially, when welcomed and trained by supportive peers. Only the most strong-willed or emotionless can dispose of a job, however mundane, without a sense of repaying or contributing for the opportunity. There is fear too, of a negative reaction from disappointed managers and colleagues.Continue reading “The Market of Disposable Jobs, Disposable People”