the presentation shows ways in which organizational policies and practices influence individuals. it also presents rights to privacy, discipline, job ...
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ways in which organizational policies ways policies and practices practic es influence inf luence individuals individuals rights of privacy discipline job enrichment – quality of work life responsibility of individuals to their organizations how people seek personal power over others, interact with them, engage eng age in and resolve conf conflict lict
ways in which organizational policies ways policies and practices practic es influence inf luence individuals individuals rights of privacy discipline job enrichment – quality of work life responsibility of individuals to their organizations how people seek personal power over others, interact with them, engage eng age in and resolve conf conflict lict
t c u d n o C f o e p y T
on-the-job
high legitimacy
moderate legitimacy
off-the-job
moderate legitimacy
low legitimacy
job-related
not job-related
The power of business to regulate employee conduct off-the-job is very limited. 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 Primarily related to organizational invasion of a person’s private life
Unauthorized release of confidential information about a person in the way that would cause harm or suffering.
relevance
recency
• Only necessary, useful information should be recorded and maintained.
• Obsolete information should be removed periodically
notice
fiduciary duty
• No personal data system unknown to employee should be used
• The keeper of the information is responsible for its security
confidentiality
• * Information should be released only to those who have a need to know • * Release of information outside the organization should occur only with the employee’s permission
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 or exposed except with prior consent and for compeling reasons
Lie detectors/ honesty testing
Treatment of drug abuse
Personality tests
Surveillance devices
Location trackers
Computer data banks
Medical examinations
Confidential records
Alcoholism treatment
Genetic screening/ biometric data
Lifestyle monitoring
Inquiry into personal relationships
are not considered to be undue infringement on privacy if they are known to employees and have compelling job reasons
A fast food chain installed in a number of its stores. the surveillance camera photographed the cash register whenever it is open. Employees knew that it was there to control theft, although it also could photograph robberies. The cameras worked effectively, providing an unexpected increase of about 10% in receipts.
Electronic sensor badges, electronic monitoring
Cybersurfing • cyberloafers • cyberslockers
Electronic sensor badges
Electronic monitoring
Polygraph - an instrument that was used to detect when a person tells a significant lie.
Use was questionable because of issues on validity and privacy
Paper and pencil tests – also known as integrity tests attempt to get the respondent to disclose information about hi/her previous or prospective honesty
Overt tests - inquire about attitude toward theft Personality –based tests – indirectly identify dishonest individuals by relating scores on personality-based tests to a theft criterion
Abuse of drugs and alcohol, particularly if used at work, may cause severe problems for the individual, the employer and other employees.
In some job situations such as those of a pilot, surgeon, railroad engineer or crane operator, the effect of alcohol and drug abuse can be disastrous.
Impairment testing –usually consists of a brief motor-skills test performed on a computer; the test is much like playing a video game.
Allows the use of medical tests results to accurately predict whether an employee may be genetically susceptible to one or more types of illnesses or harmful substances. Generic Monitoring – identifies harmful substances in the workplace, examines their effects on genetic makeup of employees and provides basis for corrective action
Discipline Preventive Encourage employees to follow rules
best done by making company standards known and understandable in advance
Corrective Discourages further infractions
Action that follows an infraction of a rule
Progressive Gives the employee an opportunity for self-correction
Gives management time to work with an employee on a counseling basis to help correct infractions
1 – 3 days suspension from work
Verbal reprimand by supervisor
Written reprimand with a record in the personnel’s 01 file
Suspension for one week or longer
Discharge for cause
QWL refers to the favorableness or unfavorableness of a total job environment for people.
Another way in which organizations recognize their responsibility to develop job and working conditions that are excellent for people as well as for the economic health of the organization Includes many items of supportive organizational behavior such as:
Open communications Equitable rewards system Concern for employee job security and satisfying careers Caring supervisor Participation in decision-making, etc.
QWL usually emphasizes:
development reduction of of employee occupational skills, stress
development of more cooperative labormanagement relations
Job specialization and simplification were popular in the early 20th century.
Features of a classical job design:
Narrow jobs
Rigid hierarchy in the expectation that efficiency would improve
Idea was to lower costs by using unskilled workers who could be trained to do a small repetitive part of a job.
Classical design originally gives inadequate attention to human needs.
The needs and aspirations of workers were changing.
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 SCOPE has two dimensions:
s ) d h e t Higher e p n e order n d o n t o n s e u c c o Lower c f A (
Job enrichment
Job enrichment and enlargement
Routine job
Job enlargement
order
few
many
Number of tasks (focus on breadth)
JOB ENRICHMENT BENEFITS
Individual
Organization
Society
Growth
Intrinsically motivated employees
Full use of human resources
Self-actualization
Better employee performance
more effective organizations
Job satisfaction
Less absenteeism and turnovers; lower grievances
Job characteristic approach developed by J. Richard Hackman and Greg Oldham Five CORE DIMENSIONS:
