The field of organizational behavior has become more dynamic from last two or three decades as the world economy is uplifted like skyrocketing. It has caught the attention of many International organizations to meet the challenges to understand motivating employees of different cultures, whether they are intending to go for investment in other country, or consider hiring skilled employees from other countries. Organization can get maximum output from employees, if there is a culture where every one thinks that he is getting rewards as per expectations and management gives priority to their voices. When employees consider that their concerns are welcomed and properly addressed by the management then there is no reason they accelerate their efforts to hundred percent. The thing which really does matter is organizational employees who need more attention and care than any other valuable think organizations may possess. The organizational behavior’s researcher and practitioner have opined that only umbrella of organizational justice can integrate all workforce towards achievement of mission and vision. The consequences of lack of organizational justice pose serious problem, issues like how pay should be allotted, how other raises and benefits should be allocated and what should be the parameters for distribution of reward, fairly and justifiably, are critical for firm. (Folger & Konovsky, 1989) introduce the distinction regarding justice perception noting that “distributive justice refers to the perceived fairness of the amounts of compensation employees receive; procedural justice refers to the perceived fairness of the means used to determine those amounts” (p.115). The theoretical rational of organizational justice can be traced b...
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...f: implication for cognition, emotion, and motivation. Psychological Review, 98, 224-253.
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In a business or a workplace, it is essential for the organization, which consists of the employers, the managers, and their employees, to work towards reward programs within the human resources in order to create a healthy and cordial work environment and most importantly, to efficiently achieve business’ goals. In Carol Patton’s (2013) article, Rewarding Best Behaviors, she explains the importance of several companies that are beginning to recognize their employees, not just for the end-results, but for reflecting good behaviors towards the business’ values, such as demonstrating creativity on certain projects, problem solving towards certain issues, and also collaborating with fellow co-workers. Patton stresses that these reward programs could help suffice the overall being of a company as long as the rewarded behaviors correlate with the corporate strategy. Patton expresses that some things human resources must comprehend include “how its company creates success, what drives its business strategy and what behaviors are needed from employees to achieve that success” (Patton, 2013 para. 15). Moreover, the employee would be reflected as a role model for others and perhaps influence them to demonstrate comparable behaviors.
Effective organizations are able to clearly define their ethical expectations by setting high moral standards, writing codes of conduct, and utilizing mentoring programs. “Masters provide your servants with what is right and fair, because you know that you also have a Master in heaven” (Col. 4:1). When organizations clearly define their ethical expectations to their subordinates, they are much more likely to treat their customers fairly. Customers who are treated fairly are much more likely to be loyal consumers of the products or services that the company provides. This helps to establish a loyal customer base that a business can depend upon, thus providing a predictable source of annual revenue. If an employer treats their employees with respect, honesty, and with candor they’ll give the customer 110% (Rion, 2001).
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Employee turnover represents a practical problem to an organization in terms of loss of talent and additional recruitment and training cost. Only a few studies have explored the effects on intention to leave (i.e. Daily & Kirk 1992) . Therefore, the underlying process through with organizational perception leads to employee turnover remain largely unknown. I am not going to consider gender, age or race in this study. I am not going to consider individual employee titles. I am not going to study samples of over 60 people. I am not going to divide HR non-exempt employees by individual HR departments.
When deciding the sentences and consequences of the person, the judge tends to be harder on male defendants in criminal matters. “I found that blacks, males, and offenders with low levels of education and income receive substantially longer sentences” (Mustard 5). Gender bias is considered stereotypical attitudes about the roles of men and women and misconceptions about the social and economic realities faced by both sexes. Respect is enhanced for the court and the law and increases the civility when the courtroom has no gender bias present. A judge is not supposed to make his or her decisions based on sex. In order to examine the gender bias that took place in the court system, a task force was created. The first gender bias
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All employees analyze their environment and strive to be recognized and rewarded for their hard work and dedication they put into the company, in a word they are seeking justice. Justice can be defined as a person receiving what they feel they are entitled to and if they do not receive what they deserve the situation may board on injustice. Unfortunately in today’s society justice and appreciation are not given out to all those deserving (Pinder, 1998). A major problem to address is how to keep the motivation level high in a company when the employees do not feel appreciated.
... Vandenberghe, C. (2004). Employee commitment and motivation: A conceptual analysis and integrative model. Journal of Applied Psychology, 89(6), 991-1007. doi:10.1037/0021-9010.89.6.991
Ivancevich, John, Knopaske, Robert, Matteson, Michael, Organizational Behaviour and Management (10 edition (January 30, 2013). New York, NY: McGraw-Hill/Irwin
Organization citizenship behavior has been emerging as an interesting topic for any organization these days. Katz and Kahn (1996) were the first people to identify this kind of autonomous behavior in workplace. The term Organizational Citizenship Behavior (OCB’s) was first coined by Dennis Organ and his colleagues (Cf. Bateman & Organ, 1983; Smith Organ, & Near, 1983). Organ (1988: 4) defined Organizational citizenship behaviors as “individual behavior that is discretionary, not directly or explicitly recognized by the formal reward system, and that in the aggregate promotes the effective functioning of the organization. By discretionary, we mean that the behavior is not an enforceable requirement of the role or the job description, that is, the clearly specifiable terms of the person’s employment contract with the organization; the behavior is rather a matter of personal choice, such that its omission is not generally understood as punishable.” Organizational citizenship behavior occurs when the individuals in organization implicitly go beyond the formal boundary of work required to do by him/her. Organization citizenship behavior can also be said to be the choice of individual to work beyond any limitation or expectations of their employers for the overall betterment of the organization. This is completely voluntary action and the employee’s work beyond the expectation of their organization. Organization citizenship behavior is gaining much attention in today’s organizations as it has several positive implications on the organizations. Organization citizenship behavior makes the employee more committed to the organization willingly and helps in promoting overall health of the organization. The employee...
Whether or not employees feel valued in their contribution to the workplace is one of the most important factors in their overall perception of their company as a great place to work. In fact, among the “100 Best Companies to Work For” recognized by Fortune (2014), an employee’s sense of their value through strategies such as recognition programs and performance incentives, is more closely associated with their experience of a great workplace than factors such as competent leadership, unique benefits, and even fair pay. However, while programs designed to promote employees sense of value can drive an organization towards success and promote a strong company culture, the performance-based culture of the modern business world can push leadership personnel to inadvertently fall into a pattern of behavior, or “Pittfalls of Leadership”, that leaves their employees feeling as if they don’t matter.