Chapter 9 Organizational Commitment Organizational Justice and Work

Chapter 9 Organizational Commitment, Organizational Justice, and Work. Family Interface © 2005 Prentice-Hall, Inc. 1

Learning Objectives ¢ ¢ ¢ © 2005 Prentice-Hall, Inc. Compare three types of organizational commitment and how each influences employee work behavior Describe how culture influences commitment Understand the three types of organizational justice and how culture influences each type 2

Learning Objectives ¢ ¢ ¢ © 2005 Prentice-Hall, Inc. Explain how perceptions of justice influence organizational behavior Discuss the dynamics of the work and family interface and the impact of culture Consider the role of organizations in helping employees manage work-family interface 3

Organizational Commitment An employee’s attachment to a particular organization ¢ Affective commitment ¢ Employees identify and become involved with organization and feel an emotional attachment to it © 2005 Prentice-Hall, Inc. 4

Organizational Commitment ¢ Continuance commitment Employees attach to an organization because they realize they will lose something if they leave ¢ Normative commitment Employees feel a sense of obligation to remain with a firm and believe they should be loyal to their employer © 2005 Prentice-Hall, Inc. 5

Sources of Organizational Commitment Affective Commitment Continuance Commitment Normative Commitment Personal Characteristics Work Experiences © 2005 Prentice-Hall, Inc. Job Alternatives Available Socialization Experiences Employee Investments in the Organization Investments in the Employee 6

How Organizational Commitment Influences Employee Behavior Affective Commitment Continuance Commitment Normative Commitment Lower Turnover Intention and Actual Turnover Higher Job Performance and OCB Lower Job Performance, Higher Job No Impact on OCB Performance and OCB Higher Attendance Rate No Impact on Attendance Rate Lower Stress and Work-Family Conflict Higher Stress and Work- No Impact on Work. Family Conflict © 2005 Prentice-Hall, Inc. Lower Turnover Intention and Actual Turnover No Impact on Attendance Rate 7

Culture and Organizational Commitment How employees develop commitment and how commitment influences behavior found to be the same in many countries ¢ Other aspects of commitment may be influenced by culture ¢ © 2005 Prentice-Hall, Inc. 8

Organizational Justice Focuses on perceptions of fair treatment within an organization ¢ Norms of justice ¢ Behaviors the society accepts as fair ¢ © 2005 Prentice-Hall, Inc. Perceptions of fairness depend on general norms and values of a culture 9

Distributive Justice Considers the fairness of reward distribution ¢ Judgment of fairness based on ¢ Rewards others receive l What behaviors deserve rewards l Reward distribution process l © 2005 Prentice-Hall, Inc. 10

Making Comparisons ¢ Equity Theory l ¢ Status-value approach l © 2005 Prentice-Hall, Inc. People choose those similar to themselves with whom to compare People make comparisons to “everybody” or “people in general” or to groups who are dissimilar 11

Evaluating Inputs ¢ Equity Theory l ¢ © 2005 Prentice-Hall, Inc. Individual weighs relative inputs and outcomes of self versus a comparison other Cultural values influence evaluation 12

Allocating Rewards ¢ Equity norm l ¢ Equality norm l ¢ Each employee should receive same outcomes regardless of inputs Need norm l © 2005 Prentice-Hall, Inc. Outcome to input ratio should be relatively equal for every employee Each employee should receive outcomes according to personal need 13

Procedural Justice ¢ ¢ Many underlying elements that lead people to think a procedure fair are universal Organizational characteristics influence justice perceptions l l © 2005 Prentice-Hall, Inc. Structural - Do rules and policies of organization lead to fair evaluation? Relational/interpersonal - Does the way organization treats employees convey respect and support positive social relationships among organizational members? 14

Interactional Justice Considers interpersonal aspect ¢ Across cultures, people expect respectful, dignified treatment and an opportunity to give their opinions ¢ © 2005 Prentice-Hall, Inc. 15

Retributive Justice Are those who break rules and do harm responsible for their actions and do they deserve punishment? ¢ Judgments influenced by who has done the act, in what context, and what outcomes are ¢ © 2005 Prentice-Hall, Inc. 16

How Justice Perceptions Influence Organizational Behavior ¢ ¢ ¢ © 2005 Prentice-Hall, Inc. When employees judge a situation as unjust, can lead to various negative outcomes for an organization When organizations treat employees fairly, outcomes generally positive Similar reactions to justice in all societies, but culture influences magnitude or nature of reactions 17

Work and Family Interface ¢ ¢ How aspects of life at work and at home influence each other and impact of that influence on the individual Work-family conflict l ¢ Work-family facilitation l © 2005 Prentice-Hall, Inc. Activities in one domain interfere with those in the other Experience, skills, and opportunities from one domain make it easier to participate in the other 18

Connections between Family and Work ¢ Spillover model l ¢ Compensatory model l © 2005 Prentice-Hall, Inc. Satisfaction at work spills over into satisfaction at home and dissatisfaction at work can create problems at home Dissatisfaction in one domain can be made up in the other 19

Sources of Conflict and Facilitation Incompatible demands from either domain create conflict ¢ Limited research on facilitation but seems to come from social support ¢ © 2005 Prentice-Hall, Inc. 20

Outcomes of Conflict and Facilitation Work-family conflict often leads to negative outcomes for employees and the organizations where they work ¢ Work-family facilitation can lead to role satisfaction ¢ © 2005 Prentice-Hall, Inc. 21

Work-Family Interface in Different Cultures ¢ Masculinity/femininity l l ¢ Individualism/collectivism l l © 2005 Prentice-Hall, Inc. Influences work-family interface Creates different situations for men and women in different cultures In individualistic countries, both women and men have greater choice of acceptable behavior, following nontraditional gender role creates less conflict In collectivistic cultures, people must follow the group, women generally find themselves subordinate to men 22

Organizational Responses to Work and Family Issues ¢ Organizational approaches l l ¢ ¢ © 2005 Prentice-Hall, Inc. Develop positive working environment where supervisors and coworkers provide social support Offer benefits or practices to reduce or prevent stress Need both family-friendly policies and employee ability and willingness to use them Social support and family-friendly practices and policies positively influence corporate performance 23

Convergence or Divergence? ¢ ¢ ¢ © 2005 Prentice-Hall, Inc. Importance of organizational commitment, justice, and workfamily interface Certain elements culturally universal Diffusion of human resource management policies addressing these issues ¢ ¢ Cultural variations in application Differences in employee and manager reactions to issues 24

Implications for Managers ¢ ¢ © 2005 Prentice-Hall, Inc. Approaches to leadership can positively affect employee outcomes Enhance employee commitment by providing positive working environment, clear understanding of how to do the job, and good pay and promotion opportunities Understand people from different cultures have different ideas about what is fair Companies that help employees manage work-family issues can have better corporate performance 25