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Aspects of organizational behavior
The concept of organizational behavior
Aspects of organizational behavior
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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.
Mowday, R., Porter, L., & Steers, R. (1982). Employee – Organization Linkage: The Psychology of Commitment, Absenteeism and Turnover, Academic, New York.
Rousseau, D.M., & Fried, Y. (2001). Location, Location, Location: contextualizing organizational research. Journal of Organizational Behavior, 22, 1-13
Sweeney, P.D., & McFarlin, D.B. (1997). Process and outcome: Gender differences in the assessment of justice. Journal of Organizational Behavior, 18, 83-98.
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Moorman, R.H., Niehoff, B. P. & Organ, D.W. (1993). Treating employees fairly and organizational citizenship behavior: Sorting the effects of job satisfaction, organizational commitment, and procedural justice. Employee Responsibilities and Rights journal volume 6, number 3, 209-225, doi: 10.1007/bf01419445
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).
The data from the organization analysis on The Floating Design Shipbuilding demonstrates that the employees perceive that processes and procedures relating to the non-governmental employees have contributed to a culture of unfairness. Among the areas of unfairness, the employees cited includes: performance goals, performance evaluation and rewards, management favoritism, distribution of status and perks, and management’s selection and hiring practices.
... 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
Organizations that are led by management who perform in a principled behavior are probable to be exemplified by an affirmative ethical civilization. Also, when their workforce is rewarded by doing what is right, helps cultivate the positive ethical image throughout the o...
As Stadnyk, Townsend & Wilcock (2010) state, occupational justice is based upon the idea that individuals all have different needs, which are expressed through their occupations with the belief that all humans are occupational beings (Stadnyk, 2010). Through this approach, occupational justice or injustices can be seen within the contexts of geographic location, individuals and communities. Based upon moral, ethical and political ideas of justice, occupations are culturally defined and influence participation (Stadnyk, 2010). The framework of occupational justice uses structural and contextual factors to describe occupational outcomes in relation to occupational justice and injustice. Occupational injustice is defined as, “some members of society
American Bar Association. National Bar Association (2001). Justice by gender: The lack of appropriate prevention, diversion and treatment alternatives for girls in the justice system: a report. Retrieved from The Associations website: http://www.americanbar.org/content/dam/aba/publishing/criminal_justice_section_newsletter/crimjust_juvjus_justicebygenderweb.authcheckdam.pdf
Robbins , Stephen P. and Judge, Timothy, A. Organizational Behavior. Upper Saddle River, New Jersey. Prentice Hall. Pearson Custom Publishing. 2008 Print
With the concept of organization justice, Shkoler (2017), defines the concept of organizational justice as the “Perceptions of the degree to which an organization provides its employees with appropriate, fair and respectful treatment, adequate and accurate information, and resources and rewards.” (Shkoler & Tziner, 2017). With this, the researchers (2017) found that employees who perceived injustice in the workplace and acted to resolve the issues developed some behaviors that demonstrated negative feelings towards the organization. These behaviors included a lack of motivation and manifestations of mistrust towards the workplace or the manager. (Shkoler et al., 2017). The consequence of perceived injustice to employers is job burnout. Emotional intelligence was measured using the Trait Emotional Intelligence Questionnaire-Short Form. Organizational justice was measured by the justice scale and burnout was measured with the Maslach Burnout Inventory. Work Misbehavior was measured by the Interpersonal and Organizational Deviance Scale. Meetings were conducted among threatened participants to gather the information about what might be going on in terms of employee’s personal, social, and mental health. This included issues of expertise, self-esteem,
pp. 146-170. Kreitner, R., & Kinicki, A., (2004). Organizational Behavior (6th ed.). New York: McGraw-Hill/Irwin.
Levy, Paul E. Industrial Organizational Psychology. New York: Worth, 2013. Print. The. Laird, Dugan, Sharon S. Naquin, and Elwood F. Holton.
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.
Kolb, D. A., Osland, J. S., Rubin, I. M., & Turner, M. E. (2007). The Organizational Behavior