Inversion of Control in Employee–Employer Relation: Multiple Case Study of Generational Cohorts from State Government Sector

Abstract

The article embarks upon its investigation with the help of multiple case analysis to benefit some perspectives on organisational control. It studies certain generational cohorts of employees who engage with organisations that do not represent the usual spectrum of economic interests namely government organisations. The cases belong to generations that temporally lie closer to each other and the employees have retired from service. The case analyses the perception of evolving nature of control on employees. Direction, evaluation and discipline being the three areas that are increasingly discussed in control literature, the case particularly concentrates on revelations under these focal points as it journeys through their work lives. The article unearths a curious inversion of relationship between the employee and employer on account of increasing strengthening of knowledge of the employee. It also explains the apparent hesitation/delay in adopting new and upbeat technologies largely by the government structure.