Moonlighting

Moonlighting refers to the practice of working a second job outside normal business hours.
Therefore, an employee may work a normal 9-to-5 job as a primary source of income but work nights
at a different job in order to earn extra money. Employees who work for private businesses may be
subject to any policies the company has in place regarding moonlighting. Certain organizations may
not want employees to work additional jobs while others will not care.

Pros

 Money: That's still the biggest reason people take on extra work. And with gas prices and
health insurance premiums on the rise and many incomes frozen, extra income can be a
lifeline.

 Security: "Many professionals today are looking at second jobs as a fallback because they
feel, correctly, that their main job is not completely safe," according to John McKee,
president and founder of BusinessSuccessCoach.net and author of Career Wisdom.

 Freedom: A second job or career can bring psychological benefits, such as the feeling of not
being shackled to one company, experts say.

 New skills: If you're thinking about switching careers but can't take the plunge, taking a part-
time job could be a way to test the waters or boost your entrepreneurial skills, McKee said.

Cons

 Time: Do you really want to spend 10 or 20 hours a week on another job, not to mention the
commute hassle and the disappointment of significant others who'd rather see more of you,
not less?

 Conflict of interest: Consulting for a direct (or even indirect) competitor can put you in a
dicey situation, according to J. Daniel Marr, managing director of the New Hampshire law
firm Hamblett and Kerrigan. "This is a big issue in software and industries where you use part
of what you learned from your primary employer," says Marr. "Employers insist they have
rights to your intellectual property."

 Performance slippage: One reason many employers look askance at moonlighters is the fear
that they'll burn out. Some companies may demand your full-time attention, even off-hours.

 Employer irritation: Even if the company allows moonlighting, supervisors might not like the
idea. "Some will say angrily, 'We're paying this guy X dollars a year and it's still not enough?'"
Marr says.

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Psychological contracts can be described as the set of expectations held by the individual employee
which specifies what the individual and the organization expect to give to and receive from each
other in the course of their working relationship (Sims, 1994). The Psychological Contract refers to
the relationship between an employer and its employees, and specifically concerns mutual
expectations of inputs and outcomes. As such, psychological contracts are an important component
of the relationship between employees and their organizations. Psychological contact can be viewed
as containing both transactional and relational aspects (MacNeil, 1985). Transactional contracts are
described as those containing terms of exchanging which have monetary value, are specific and of
limited duration.

Psychological contracts are dynamic, constantly evolving through organizational experiences. The
strength of the psychological contract depends on how fair the individual believes the organization is
in fulfilling its perceived obligations above and beyond the formal written contract of employment.

EMPLOYEE ENGAGEMENT

It refers to creating an environment where employees are motivated to want to connect with their
work and really care about doing a good job. It is a concept that places flexibility, change and
continuous improvement at the heart of what it means to be an employee and an employer in a
twenty-first-century workplace.‟ (CIPD 2009).Kahn (1990:694) defines employee engagement as “the
harnessing of organization members‟ selves to their work roles; in engagement, people employ and
express themselves physically, cognitively, and emotionally during role performances”. The cognitive
aspect of employee engagement concerns employees‟ beliefs about the organization, its leaders and
working conditions.Most often employee engagement has been defined as emotional and
intellectual commitment to the Organization (Baumruk 2004, Richman 2006 and Shaw 2005) or the
amount of discretionary effort exhibited by employees in their job.