ISSUES BETWEEN ORGANIZATIONS AND

INDIVIDUALS

GROUP 1

A Model of Legitimacy of Organizational Influence How Rights to Privacy Are Interpreted Bases for Discrimination at Work Using Discipline to Change Behaviors Quality of Work Life (QWL) Job Enrichment: Pros and Cons Mutual Individual-Organization

Responsibilities Whistle-Blowing as a Prosocial Behavior

CHAPTER OBJECTIVES:

1. Areas of Legitimate Organizational Influence

2. Rights of Privacy3. Discipline

ISSUES:

If the organization and an individual define the boundaries of legitimate influence differently, then organizational conflict is likely to develop.

AREAS OF LEGITIMATE ORGANIZATIONAL INFLUENCE

Legitimate - conforming to the law or to rules.

Job Conduct Personal Activities off the job Off the Job Conduct

Type of Conduct

On-the-job

Off-the-job

Job Related Not Job Related

Job Relatedness

A model of Legitimacy of Organizational Influence

High Legitimacy

Moderate Legitimacy

Moderate Legitimacy

Low Legitimacy

primarily related to organizational invasion of a person’s private life and unauthorized release of confidential information about a person in a way that would cause emotional harm or suffering.

Rights to Privacy

Lie detectors Personality tests Location trackers Medical examinations Treatment of alcoholism Monitoring of employee lifestyles Treatment of drug abuse Surveillance devices Computer data banks Confidential records Genetic screening Inquiry into personal relationships

Business Activities that May Involve Employee Rights of Privacy:

Relevance – only necessary, useful information. Recency – Obsolete information. Notice – No personal data systemis

unknown. Fiduciary duty – keeper of the

information. Confidentiality – secured information. Due process Protection of the psyche- inner self

should not be invaded.

Policy Guidelines Relating to Privacy

Is known to employees and has a compelling job reason usually is not considered to be an undue infringement on privacy.

Forms of Surveillance Devices Electronic sensor badges – microcomputers in

clip-on ID cards, which emit infrared signals.

Surveillance

Electronic monitoring - it takes many forms, including automatic counting of key strokes, remote observations of the screen s of desktop computer operators, surreptitious reading of employee’s electronic mail, and voice recording systems.

Cybersurfing – activity done by employees who use work time and work computers to surf the Web, looking for wide range of information of personal interest.

Cyberloafers/Cyberslackers – called to those employees who abuses their privileges.

The Polygraph (Lie detector) – is an instrument that was developed to

record those changes and provide evidence of lying.

Paper and Pencil Tests – also known as integrity tests, attempt to get

the respondent to disclose information about his or her previous or prospective honesty.

Honesty Testing

Since alcoholism presents major medical and job problems, employers need to develop responsible policies and programs to deal with it without endangering rights of privacy.

Treatment of Alcoholism

Reasons for Company Programs

The firm and employee already have a working relationship on which they can build.

Any success with the employee will save both a valuable person for the company and a valuable citizen for society.

The job appears to be the best environment for supporting recovery.

Successful Programs treat alcoholism as an illness focus on the behavior caused by alcoholism provide both medical help and psychological

support for alcoholics

Abuse of drugs other than alcohol, particularly if used at work, may cause severe problems for the individual, the employer, and other employees.

Drug Testing - To employers, the direct consequences of employee drug abuse are enormous.

Drug Abuse

Impairment testing - A solution to the problems with drug

testing. - this method usually consists of a brief

motor-skills test performed on a computer

Positive uses of genetic testing

information include transferring the susceptible employees to other work areas where they will not be exposed to the substances, providing health warnings, and developing protective measures to shield the employees from danger.

Genetic Testing

Negative side of genetic testing

comes into play when a firm screens present employees or job applicants on the basis of genetic predispositions and uses the information o discriminate against them in an attempt to minimize the firm’s future health costs.

Sexual harassment When supervisors make employment or

promotion decisions contingent on sexual favors. When an employee’s colleagues engage in any

verbal or physical conduct that creates an offensive working environment.

Discrimination

Acquired immune deficiency syndrome (AIDS)

is a deadly virus affecting the human immune system.

is management action to enforce organizational standards.

Discipline

2 Types of Discipline

Preventive discipline is action taken to encourage employees to

follow standards and rules so that infractions do not occur.

Corrective discipline

is action that follows infraction of a rule; it seeks to discourage further infractions so

that future acts will be in compliance with standards.

What is quality of work life (QWL) ? - refers to the favorableness or

unfavorableness of total job environment for people.

QUALITY OF WORK LIFE

A progressive Discipline System

Written reprimand, with record in personnel file

Verbal reprimand by supervisor

One-to three day suspension from work

Discharge for causeSuspension for one week or longer

The modern interest in quality of work life was stimulated through efforts to change the scope of people’s jobs in attempting to motivate them.

Job Enlargement vs. Job Enrichment

o Breadtho Depth

Job Breadth is the number of different task an individual

is directly responsible for.

Job Scope has two dimensions

Job Enlargement- It is a process where Employees with narrow job

breadth were sometimes given a wider variety of duties in order to reduce their monotony.

- It provides breadth.

Job Enrichment- It was developed by Frederick Herzberg on the

basis of his studies indicating that the most effective way to motivate workers was by focusing on higher-order needs.

- It provides depth.

Difference between Job Enrichment and Job Enlargement

Higher-

order

Lower-

order

Few Many

Number of tasks

(Focus on breadth)

Jobenrichment

Routinejob

Jobenlargement

JobEnrichment

andEnlargement

Accen

t on

need

s(F

ocu

s on d

epth

)

Applying Job Enrichment

- Viewed in terms of Herzberg’s motivational factors, job enrichment occurs when the work itself is more challenging, when achievement is encouraged, when there is opportunity for growth, and when responsibility, feedback, and recognition are provided.

Individual:.growth. Self-actualization.job satisfaction

Benefits of Job Enrichment Emerge in Three Areas

Organization:.intrisically motivated employees.better employee performance.less absenteeism and turnover,fewer grivances

Society:.full use of human resources.more effective organizations

JobEnrichmentBenefits

Core dimensions: A Job Characteristics Approach

Five Core Dimensions :

Skill Variety-allows employees to perform different operations that often require different skills.

Task Identity- allows employees perform a complete piece of work.

Task Significance-refers to the amount of impact, as perceived by the worker, that the work has on other people.

Autonomy- job characteristic that gives employees some discretion and control over job-related decisions and it appears to be fundamental in building a sense of responsibility in workers

. Feedback- refers to information that tells workers

how well they are performing.

Managers can then take action to increase one or more of the five factors to enrich the job.

Jobs that have been enriched increase the probability of high motivation, provided that employees

Enrichment Increases Motivation

Con’t

o Have adequate job knowledge and skillso Desire to learn, grow, and developo Are satisfied with their work environment

(are not distracted by negative hygiene)

One explanation for the lack of predicted changes from enrichment lies in the presence of social cues, which are often rather subtle bits of information workers receive from their social surroundings. These social cues may come from co-workers , leaders. Other organizational members, customers and family.

Social cues Affect Perceptions

Objective task Characteristic

Social cues: .supporting

.counteracting

Perceived task characteristics (e.g. skill variety)

Employee attitudes and behaviors

Some workers may not want enriched jobs.

If they are unable to tolerate increased responsibility

Dislike more complex duties If their skills are not adaptable etc…….

Contigency factors affecting enrichment

Expensive equipment may not be adaptable

The program may unbalance the production system

Supervisor or staff roles may be reduced

Enriched jobs may increase pay dissatisfaction

Costs may increase

Unions may oppose some enrichment efforts

Organizational Citizenship

Dues-Paying

Mutual Trust

The Individual’s responsibilities to the organization

Presented by : GROUP ONE

Ms. TeodosioMs. ValerosoMs. ValenzuelaMs. VelasquezMs. VergaraMs. VinelesMr. Zhu

THANK YOU!!!