Discusses the organizational culture appropriate to new forms of "employability"
as being characterized by its success in challenging and empowering its staff, motivating
them, and even satisfying their needs for belongingness in today's downsizing environment.
These characteristics strongly reflect Roger Harrison's descriptions of person and
task cultures in organizations. Reflecting elements of both and, at the same time,
increasingly incorporating "Generation X-ers", an organization which develops an
employability culture is more likely a fifth alternative to Harrison's classification
scheme. Discusses the changing nature of work and why an employability culture is
inevitable. However, such a culture presents dilemmas to the organization. One of
the most predominant dilemmas is how the organization reconciles individual needs
for career ownership with its own, which is to align its members' efforts towards
organizational goals. A solution is put forward by way of suggesting that employers
and employees engage in adult-adult interactions around a framework of negotiation.