issues between organizations and individuals
Published on Nov 19, 2015
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MORE DECKS TO EXPLORE
PRESENTATION OUTLINE
To Understand:
1) A model of legitimacy of organizational influence
2) How rights to privacy are interpreted
3) Bases for discrimination at work
4) Using discipline to change behaviors
5) Quality of work life (QWL)
6) Job enrichment: Pros and Cons
7) Mutual individual-organization responsibilities
8) Whistle-blowing as a prosocial behavior
legitimate organizational influence
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Every organization develops certain policies and requirements for performance. As long as the parties agree on the legitimacy of influence, each party should be satisfied with the power balance in the relationship. However, if the organization and an individual define the boundaries of influence differently, then organizational conflict is likely to develop.
Areas of agreement and disagreement:
Job conduct: Such as the appearance of one's workspace and one's working hours (which carries a relatively high legitimacy of influence)
Personal activities off the Job: such as the place of worship one attends, where charge accounts are maintained, and where one goes on vacation (which carries a low legitimacy of influence)
The power of business to regulate employee conduct off the job is very limited. However, some activities off the job may affect the employer, so questions of organizational influence still arise.
The basic relationship is as follows: the more job-related one's conduct is when off the job, the more support there is for organizational influence on the employee.
Rights of privacy become contentious issues when an organization invades a person's private life or make's an unauthorized release of confidential information about a person in a way that would cause emotional harm or suffering.
Business Activities That May Involve Employee Rights of Privacy:
Lie detectors, personality tests, location trackers, medical examinations, confidential records, computer data banks, etc.
Policy Guidelines Relating to Privacy:
Relevance - Only necessary, useful information should be recorded and obtained
Recency - Obsolete information should be removed periodically
Notice - No personal data system unknown to an employee should be used
Fiduciary Duty - The keeper of the information is responsible for its security
Confidentiality - Information should be released only to those who have a need to know
Due Process - The employee should be able to examine records and challenge them if they appear incorrect
Protection of the Psyche - The employee's inner self should not be invaded except with prior consent
discrimination
Equal Employment Opportunity (EEO) laws generally prohibit job discrimination on the basis of race, color, national origin, sex, religion, handicapped status, and other factors.
Forms of discrimination also include sexual harassment cases, which occurs when an employee's colleagues or supervisors engage in any verbal or physical conduct that creates an offensive working environment.
In order to protect potential victims and prevent harassment, many employers have developed policies to prevent it. They also have conducted training programs to educate employees about the relevant law, identified actions that constitute sexual harassment, and communicated both the possible liabilities involved and the negative effects of harassment on its victims.
discipline
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Discipline is a management action to enforce organizational standards. There are two types of discipline:
1) Preventative Discipline: actions taken to encourage employees to follow standards and rules so infractions don't occur (i.e. making company standards known and understood in advance).
2) Corrective Discipline: actions that follow infractions of a rule; it seeks to discourage further infractions so future acts will be in compliance with standards (i.e. penalties, suspensions, etc.).
Most employers apply a policy of Progressive Discipline, which means that there are stronger penalties for repeated offenses. The purpose is to give an employee an opportunity for self-correction before more serious penalties are applied.
Quality of work life (QWL) is a term that refers to the favorableness or unfavorableness of a total job environment for people. QWL programs are another way in which organizations recognize their responsibility to develop jobs and working conditions that are excellent for people as well as for the economic health of the organization.
One of the ways organizations increase the quality of work life is through Job Enlargement and Job Enrichment.
Job enlargement means to add more duties, and an increased workload to their workers (i.e. taking charge of more duties and responsibilities which are not mentioned in the job description).
Job enrichment - adds additional motivators to a job to make it more rewarding, such as giving workers more control, responsibility, and discretion over how their job is performed.
J. Richard Hackman and Greg Oldham developed a job characteristics approach to job enrichment that identifies
FIVE CORE DIMENSIONS:
1) Skill Variety 2) Task Identity 3) Task Significance
4) Autonomy 5) Feedback
1) Skill Variety - permits employees to perform different operations that often require different skills. Variety provides employees a greater sense of competence, as they can perform different kinds of work in different ways.
2) Task Identity - allows employees to perform a complete piece of the work. When tasks are broadened to produce a whole product, then task identity has been established.
3) Task Significance - refers to the amount of impact the employee perceives his work has on other people. Workers should believe they are doing something important in their organization and/or society.
4) Autonomy - gives employees some discretion and control over job-related decisions. Job autonomy seems to be essential in creating a sense of responsibility in workers.
5) Feedback - refers to information that tells workers how well they are performing. Workers must receive complete job feedback, both positive and negative. Feedback can come directly from the job itself, management, or from other employees.
the benefits of job enrichment
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1. The job enrichment enriches the role of an individual that encourages growth and self-actualization.
2. The job is designed in such a way that encourages intrinsic motivation.
3. Increased motivation improves performance by providing both a more human and a more productive job.
4. Reduces negative effects such as labor turnover, absenteeism, grievances and reduces idle time.
5. Society benefits from the more effectively functioning person as well as from better job performance.
the individuals responsibility to the organization
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Employment is a mutual transaction and a social exchange. Each employee makes certain membership investments in the organization and expects profitable returns in exchange. The organization also invests in the individual, and it too, expects profitable returns.
Applying the social exchange idea makes it evident that employees are expected to be good organizational citizens, which is the extent to which an individual's voluntary support and behavior contributes to the organization's success. Typical categories include helping others, attending employee meetings, complying with rules, showing courtesy to fellow employees, and supporting organizational practices.
Included in the idea of being a good organizational citizen is the responsibility for the employee to expose misconduct and alleged dishonest or illegal activity occurring in the organization. This phenomenon is better known as whistle-blowing. Whistle-blowers often deal with these issues internally and sometimes even publicly.
summary
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