ABM-47 Chapter 10 Issues Between Organizations and Individuals PDF

CHAPTER 10 ISSUES BETWEEN ORGANIZATIONS AND INDIVIDUALS OBJECTIVES: At the end of the chapter, the students should be able to: 1. Understand the model of legitimacy of organizational influence. 2. Know the business activities that may involve employee rights. 3. Discuss the policy guidelines...

CHAPTER 10 ISSUES BETWEEN ORGANIZATIONS AND INDIVIDUALS OBJECTIVES: At the end of the chapter, the students should be able to: 1. Understand the model of legitimacy of organizational influence. 2. Know the business activities that may involve employee rights. 3. Discuss the policy guidelines relating to privacy 4. Discuss about discipline 5. Understand quality of work life, job enrichment and its benefits. RIGHTS OF PRIVACY Rights of privacy freedom from organizational invasion of a person’s private life and unauthorized release of confidential information about a person. BUSINESS ACTIVITIES THAT MAY INVOLVE EMPLOYEE RIGHTS OF PRIVACY: 1. lie detectors 2. personality tests 3. medical examinations 4. treatment of alcoholism 5. monitoring of employee lifestyles BUSINESS ACTIVITIES THAT MAY INVOLVE EMPLOYEE RIGHTS OF PRIVACY: o 6. treatment of drug abuse o 7. surveillance devices o 8. computer data bank o 9. confidential records o 10. genetic screening o 11. inquiry into personal relationships  POLICY GUIDELINES RELATING TO PRIVACY: 1. relevance only necessary, useful information should be recorded and retained 2. recency obsolete information should be removed periodically 3. notice there should be no personal data system that is unknown to an employee 4. fiduciary duty the keeper of the information is responsible for its security  POLICY GUIDELINES RELATING TO PRIVACY: 5. confidentiality information should be released only to those who have a need to know, and release outside the organization normally should occur only with the employee’s permission 6. due process the employee should be able to examine records and challenge them if they appear incorrect 7. protection of the psyche the employee’s inner self should not be invaded or exposed except with prior consent and for compelling reasons  DISCIPLINE management action to enforce organizational standards. a. preventive discipline action taken to encourage employee to follow standards and rules so that infractions do not occur. b. corrective discipline action that follows infraction of a rule; it seeks to discourage further infractions so that future acts will be in compliance with standards (disciplinary action) PROGRESSIVE DISCIPLINE policy that provides stronger penalties for repeated offences. A progressive discipline system 1. Verbal reprimand by supervisor 2. written reprimand, with a record in personnel file 3. one-to-three day suspension from work 4. suspension for one week or longer 5. discharge for cause QUALITY OF WORK LIFE (QWL) 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. Emphasize development of employee skills, the reduction of occupational stress & the development of more cooperative labor-management relations.  JOB SCOPE assessment of a job on two dimensions – job breadth and job depth – to determine its potential for enlargement or enrichment. Job breadth number of different tasks for which an individual is directly responsible for. Ranges from very narrow(one task performed repeatedly) to wide (several tasks) Employees w/ narrow job breadth were sometimes given a wide variety of duties in order to reduce their monotony.(job enlargement) Job rotation Involves periodic assignment of an employee to completely different set of job activities. An effective way to develop multiple skills in employees, w/c benefits the organization while creating greater job interest & career options for the employee. job depth amount of control, responsibility and discretion employees have over how their job is performed job enlargement policy of giving workers a wider variety of duties in order to reduce monotony Adding additional tasks to the workers job for greater variety. job enrichment policy of adding motivators to a job to make it more rewarding Seeks to add depth to a job by giving workers more control, responsibility & discretion over how their job is performed. DIFFERENCES BETWEEN JOB ENRICHMENT AND JOB ENLARGEMENT BENEFITS OF JOB ENRICHMENT EMERGE IN THREE AREAS CORE DIMENSIONS: A JOB CHARACTERISTICS APPROACH skill variety policy of allowing employees to perform different operations that often require different skills task identity practice of allowing employees to perform a complete piece of work task significance amount of impact, as perceived by the worker, that the work has on other people  autonomy a job characteristic that gives employee 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  THE MOTIVATING POTENTIAL OF JOBS Job Diagnostic Survey an instrument used to determine the relative presence of the five core dimensions in jobs Developed by Hackman & Oldham A self report instrument for managers to use This will indicate whether an individual’s so called motivating potential score(MPS)-the amount of internal work motivation associated w/ a specific job-is high or low. MPS = M X R X KR MPS – Motivating Potential Score where M – average of skill variety R – autonomy KR – feedback THE MOTIVATING POTENTIAL OF JOBS If a person’s MPS score is low, an attempt should be made to determine which of the core job characteristics is causing the problem. You should next decide whether job redesign is appropriate for a given group of employees. Job design is most likely to work in a participative environment in w/c employees have the necessary knowledge & skills. CONSIDER HOW TO REDESIGN THE JOB Here you try to increase those core job characteristics that are lower than national norms. EXAMPLE: At one time, the 470 workers at Alexander Doll Co. individually produced parts for dolls. Based on input from the workers, owners organized employees into seven or eight teams, each responsible for completing about 300 doll or wardrobe assemblies a day. The result: orders can now be filled in one or two weeks instead of eight. SOCIAL CUES positive or negative bits of information that employees receive from their social surroundings and that act to influence how they react to a communication  LIMITATIONS OF JOB ENRICHMENT AND QWL PROGRAMS 1. Some workers may not want enriched jobs - if they are unable to tolerate increased responsibility - if they dislike more complex duties - if they are uncomfortable with group work - if they dislike relearning - if they prefer security and stability - if they are comfortable with supervisory authority - if their skills are not adaptable - if they prefer to quit their jobs  LIMITATIONS OF JOB ENRICHMENT AND QWL PROGRAMS 2. expensive equipment may not be adaptable 3. the program may unbalance the production system 4. supervisory of staff roles may be reduced 5. enriched jobs may increase pas dissatisfaction 6. costs may increase Start-up costs (e.g. for training) Long-term costs (e.g. for more equipment) 7. Unions may oppose some enrichment efforts THE INDIVIDUAL’S RESPONSIBILITIES TO THE ORGANIZATION 1. Organizational citizenship employees who engage in discretionary positive social acts that promote the organization’s success, such as volunteering their efforts, sharing their resources or cooperating with others. 2. Blowing the whistle on Unethical behavior ALTERNATIVE EMPLOYEE RESPONSES TO WRONGFUL ACTS THE INDIVIDUAL’S RESPONSIBILITIES TO THE ORGANIZATION 3. Mutual trust mutual faith in the responsibility and actions of all parties involved in a relationship The end……………