“Workplace alternatives – Confront, Conform, Capitulate” Prof Anton Grobler Graduate School of Business Leadership University of South Africa grobla@unisa.ac.za

“Workplace alternatives – Confront, Conform, Capitulate” The purpose of this paper / poster is to review, critique and contextualise the theories, models and frameworks on value congruence, person-organisation (P-O) fit and theories on person choices/alternatives in the workplace. The paper / poster is based on social learning theory, the attraction-selection-attrition model, theory of work adjustment, cognitive dissonance theory, and theory of self-determination as well as other social psychological theories. These theories are applied and discussed within the domain of P-O fit, with the focus on supplementary fit, with particular reference to climate (culture)/ethical climate (EC) and antecedents of EC (specifically leadership behaviour). It is also the intention to conceptualize, contextualise and operationalise the constructs in terms of individual reactions to the P-O fit phenomena (conform, confront and/or capitulate), and lastly to identify areas for future research. Grobler, A. 2014. Workplace alternatives – confront, conform, capitulate. African Journal of Hospitality, Tourism and Leisure, 3 (2).

Antecedents to P-O fit and EC: Architecture Interactionist approach Social learning theory Attraction – selection -attrition Theory of work adjustment Theory of cognitive dissonance Self determination theory Other social psychology theories Theories / Models Person-Organisational fit Supplementary fit Complementary Organisational Climate or Culture Ethical Culture (EC) Antecedents to P-O fit and EC: Leadership behaviour positive Workplace alternatives Conform Confront Capitulate negative Modes of adjustment 3 Grobler, A. 2014. Workplace alternatives – confront, conform, capitulate. African Journal of Hospitality, Tourism and Leisure, 3 (2).

* from an utilitarian and deontological perspective Ethical consequences Human Resource function* Unions* Change management agents “Significant others” * from an utilitarian and deontological perspective Consequences for Management Ethical management of perceptions Create alternatives within organisations Empower individuals (non egoistic approach) Adopt a modern approach to turnover Ensure sound and participative employee and industrial relations Role of other internal role players 4 4 Grobler, A. 2014. Workplace alternatives – confront, conform, capitulate. African Journal of Hospitality, Tourism and Leisure, 3 (2).