©2007 The McGraw-Hill Companies, Inc., All Rights Reserved Newstrom 12/e PPT ©2007 The McGraw-Hill Companies, Inc., All Rights Reserved

Issues Between Organizations and Individuals Chapter Ten Issues Between Organizations and Individuals ©2007 The McGraw-Hill Companies, Inc., All Rights Reserved

©2007 The McGraw-Hill Companies, Inc., All Rights Reserved Chapter Objectives To understand: 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 ©2007 The McGraw-Hill Companies, Inc., All Rights Reserved

©2007 The McGraw-Hill Companies, Inc., All Rights Reserved Introduction People use organizations as instruments to achieve their goals just as much as organizations use people to reach objectives. ©2007 The McGraw-Hill Companies, Inc., All Rights Reserved

Legitimate Organizational Influence Every organization develops policies and requirements for performance If the organization and an individual define the boundaries of legitimate influence differently, conflict is likely Areas of Organizational Influence Job conduct (high legitimacy) Personal activities off the job (low legitimacy) ©2007 The McGraw-Hill Companies, Inc., All Rights Reserved

Legitimacy of Organizational Influence Model ©2007 The McGraw-Hill Companies, Inc., All Rights Reserved

©2007 The McGraw-Hill Companies, Inc., All Rights Reserved Off-the-Job Conduct The power of business to regulate employee conduct off the job is limited The more job-related the conduct is, the more support there is for organizational influence Current Issues Surveillance Substance abuse Genetic screening Office romances Feelings of territoriality Assessments of ethical values ©2007 The McGraw-Hill Companies, Inc., All Rights Reserved

©2007 The McGraw-Hill Companies, Inc., All Rights Reserved Rights of Privacy Invasion of a person’s private life and unauthorized release of confidential information ©2007 The McGraw-Hill Companies, Inc., All Rights Reserved

©2007 The McGraw-Hill Companies, Inc., All Rights Reserved Rights of Privacy Areas that employees, customers, and others believe should be off limits: Religious, political, and social beliefs Personal acts and conversations Non-business locations Personal-use locations in a business, such as rest rooms ©2007 The McGraw-Hill Companies, Inc., All Rights Reserved

Business Activities Involving Privacy Lie detectors and personality tests Location trackers Medical examinations Treatment of alcoholism or drug abuse Monitoring of employee lifestyles Surveillance devices Computer data banks Confidential records Genetic screening biometric data Inquiry into personal relationships ©2007 The McGraw-Hill Companies, Inc., All Rights Reserved

Conditions Defining Invasion of Privacy Personality (versus performance) No permission obtained before disclosure Unfavorable consequences External disclosure ©2007 The McGraw-Hill Companies, Inc., All Rights Reserved

Policy Guidelines Relating to Privacy Relevance Recency Notice Fiduciary duty Confidentiality Due process Protection of the psyche ©2007 The McGraw-Hill Companies, Inc., All Rights Reserved

©2007 The McGraw-Hill Companies, Inc., All Rights Reserved Surveillance Devices Some Surveillance is Acceptable Electronic sensor badges Security cameras Forms of Electronic Monitoring Automatic counting of keystrokes Reading electronic mail Voice and telephone recorders Computer usage, including cybersurfing ©2007 The McGraw-Hill Companies, Inc., All Rights Reserved

©2007 The McGraw-Hill Companies, Inc., All Rights Reserved Honesty Testing Employee theft is a major problem Costs employers over $40 billion per year Up to 3/4ths of employees have stolen Polygraph Detects physiological changes Is largely prohibited as a screening tool Validity is questionable Paper-and-Pencil Tests Overt Personality-based ©2007 The McGraw-Hill Companies, Inc., All Rights Reserved

Treatment of Alcoholism Alcoholism presents medical and job problems Costs employers more than $10 billion annually Absence rates are two to four times that of other employees Alcoholics are in all industries, occupations, and job levels The job environment can contribute to the problem, as can personal habits and problems ©2007 The McGraw-Hill Companies, Inc., All Rights Reserved

©2007 The McGraw-Hill Companies, Inc., All Rights Reserved Company Involvement Reasons for Company Programs Already a relationship on which to build Success will save a valuable person for the company and for society Successful Programs Treat alcoholism as an illness Focus on job behavior Provide both medical and psychological help Non-threatening atmosphere ©2007 The McGraw-Hill Companies, Inc., All Rights Reserved

©2007 The McGraw-Hill Companies, Inc., All Rights Reserved Drug Abuse Can cause serious problems for: The employee The employer Other employees Customers and the general public Costs Related to Drug Abuse Employee theft to support habits costs billions Absentee rates can be up to 16 times higher Accident rates are 4 times higher Lost productivity and additional health costs are as high as $70 billion annually ©2007 The McGraw-Hill Companies, Inc., All Rights Reserved

©2007 The McGraw-Hill Companies, Inc., All Rights Reserved Drug Testing Objections False positives and impact Revelation of medical conditions that an employee may prefer to keep private Being watched while providing test samples Presumed right to consume whatever one desires Impairment testing overcomes these objections ©2007 The McGraw-Hill Companies, Inc., All Rights Reserved

©2007 The McGraw-Hill Companies, Inc., All Rights Reserved Genetic Testing Genetic testing is a more aggressive tool than genetic monitoring Positive uses of genetic testing information: Moving susceptible employees to safer areas Health warnings Development of protective measures Negatives Discrimination based on results Impacts individual privacy and opportunity ©2007 The McGraw-Hill Companies, Inc., All Rights Reserved

©2007 The McGraw-Hill Companies, Inc., All Rights Reserved Discrimination EEO issues related to privacy: Sexual harassment AIDs ©2007 The McGraw-Hill Companies, Inc., All Rights Reserved

©2007 The McGraw-Hill Companies, Inc., All Rights Reserved Sexual Harassment Unwelcome sexual advances, requests for sexual favors, or other verbal or physical conduct of a sexual nature when: Submission to such conduct is made a term or condition of employment Submission to or rejection of such conduct is used as the basis for employment decisions Such conduct unreasonably interferes with work performance or creates an intimidating, hostile, or offensive work environment ©2007 The McGraw-Hill Companies, Inc., All Rights Reserved

©2007 The McGraw-Hill Companies, Inc., All Rights Reserved Sexual Harassment Preventive Practices Training programs Identifying actions that constitute harassment Communicating possible liabilities and negative effects Employers may be liable for harassment actions of their supervisors and employees Victims are most often women, but men have also been victims ©2007 The McGraw-Hill Companies, Inc., All Rights Reserved

©2007 The McGraw-Hill Companies, Inc., All Rights Reserved AIDs A deadly virus affecting the human immune system Contagious Incurable Often fatal Spreading rapidly Widespread public concern and lack of understanding Unclear legal status of infected employees ©2007 The McGraw-Hill Companies, Inc., All Rights Reserved

©2007 The McGraw-Hill Companies, Inc., All Rights Reserved AIDs AIDs-related Work Issues: Protection of medical privacy Educating co-workers Affects on teamwork and group participation Preventing harassment or social isolation Employee AIDs testing Legal Implications Vocational Rehabilitation Act of 1973 Americans with Disabilities Act of 1990 ©2007 The McGraw-Hill Companies, Inc., All Rights Reserved

©2007 The McGraw-Hill Companies, Inc., All Rights Reserved Discipline Types of Discipline Preventive Corrective Objectives Reforming the offender Deterring others from similar actions Maintaining consistent, effective group standards Progressive Discipline Stronger penalties for repeated offenses ©2007 The McGraw-Hill Companies, Inc., All Rights Reserved

©2007 The McGraw-Hill Companies, Inc., All Rights Reserved Quality of Work Life The favorableness or unfavorableness of a total job environment for people Open communications Equitable reward systems Concern for employee job security and careers A caring supervisor Participation in decision making Development of employee skills Reduction of occupational stress More cooperative labor-management relations ©2007 The McGraw-Hill Companies, Inc., All Rights Reserved

©2007 The McGraw-Hill Companies, Inc., All Rights Reserved Quality of Work Life A Rationale Classical job design gave inadequate attention to human needs The needs and aspirations of workers changed QWL provides a more humanized work environment ©2007 The McGraw-Hill Companies, Inc., All Rights Reserved

Job Enlargement versus Enrichment ©2007 The McGraw-Hill Companies, Inc., All Rights Reserved

Job Enrichment Benefits ©2007 The McGraw-Hill Companies, Inc., All Rights Reserved

©2007 The McGraw-Hill Companies, Inc., All Rights Reserved Job Enrichment Employees are the final judges of what enriches their jobs If maintenance factors decline during an enrichment program, employees will be less responsive to the program Not all employees will choose enriched jobs if given the option ©2007 The McGraw-Hill Companies, Inc., All Rights Reserved

A Job Characteristics Approach Five Core Dimensions Skill variety Task identity Task significance Autonomy Feedback ©2007 The McGraw-Hill Companies, Inc., All Rights Reserved

Core Job Characteristics and Work Outcomes ©2007 The McGraw-Hill Companies, Inc., All Rights Reserved

Enrichment Increases Motivation Enriched jobs increase motivation provided that employees: Have adequate job knowledge and skills Desire to learn, grow, and develop Are satisfied with their work environment Most enrichment attempts have been conducted in manufacturing operations ©2007 The McGraw-Hill Companies, Inc., All Rights Reserved

Social Cues Affect Perceptions ©2007 The McGraw-Hill Companies, Inc., All Rights Reserved

Social Information Processing Peers may… Suggest which job characteristics really count Suggest the relative weighting of each core dimension Provide clues about their own judgments of the dimensions Managers can also create expectations ©2007 The McGraw-Hill Companies, Inc., All Rights Reserved

Contingency Factors Affecting Enrichment Job enrichment does not apply to all types of jobs The costs may be too great in relation to rewards Some workers may not want an enriched job It may upset pay relationships Expensive equipment may not be adaptable The program may unbalance the production system Supervisory or staff roles may be reduced Union opposition ©2007 The McGraw-Hill Companies, Inc., All Rights Reserved

The Individual’s Responsibilities Individual responsibilities to the organization: Honest and ethical behavior Acting productively and creatively Organizational citizenship Whistle-blowing ©2007 The McGraw-Hill Companies, Inc., All Rights Reserved

©2007 The McGraw-Hill Companies, Inc., All Rights Reserved Dues-Paying “Costs” that an individual pays for group acceptance and continuing membership Minimum qualifications Willingness to work without complaint Showing respect to others Not acting superior to others Performing at an above-average level Spending the appropriate amount of time on the job ©2007 The McGraw-Hill Companies, Inc., All Rights Reserved

©2007 The McGraw-Hill Companies, Inc., All Rights Reserved Dues-Paying Key characteristics: A perceptual phenomenon Judged by many observers Situation-specific Group’s memory of dues paid may fade Idiosyncrasy credits ©2007 The McGraw-Hill Companies, Inc., All Rights Reserved

Forms of Whistle-Blowing ©2007 The McGraw-Hill Companies, Inc., All Rights Reserved

Most Likely Whistle-Blowers Workers who have observed wrongdoing Who believe it to be a serious problem Who feel that it directly affects them Conscientious people Professionals with long service Those previously recognized as good performers Those perceived to be responsive to complaints ©2007 The McGraw-Hill Companies, Inc., All Rights Reserved

©2007 The McGraw-Hill Companies, Inc., All Rights Reserved Mutual Trust Whistle-blowing often occurs because mutual trust has deteriorated or been broken Results in a breakdown of the psychological contract Mutual trust: Occurs over time Requires mutual understanding, emotional bonds, and trustworthy behaviors Can be broken in an instant ©2007 The McGraw-Hill Companies, Inc., All Rights Reserved