Abstract

‘Individualisation’ is a well-known societal phenomenon of late modernity. At the organisational level it shows up in different managerial forms and HRM technologies that focus more and more intensively on the employee as an individual person. In order to assess an employee’s personal contribution and commitment emphasis is put on the characteristics of individuals: their talents, performance and personality. Reporting on research on an individualised pay system in Denmark, this paper illustrates the empirical complexity of this personalisation process. It shows how the employee is created and ‘codified’ as an individual person. It occurs in three different ways according to the codes of learning, love and the moral. It indicates that the postulated regime of individualisation follows a variety of trajectories to reach its target making for a quite subtle way of intimately managing human relations.