1. Chapter 9 Organizational Commitment, Organizational Justice, and Work-Family Interface
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2. Learning Objectives
Compare the 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
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3. Learning Objectives
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
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4. 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
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5. 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
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6. Sources of Organizational Commitment
Affective Commitment
Continuance Commitment
Normative Commitment
Personal Characteristics
Work Experiences
Job Alternatives Available
Socialization Experiences
Employee Investments in the Organization
Organization Investments in the Employee
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7. 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, No Impact on OCB
Higher Attendance Rate
No Impact on Attendance Rate
Lower Stress and Work-Family Conflict
Higher Stress and Work-Family Conflict
No Impact on Work-Family Conflict
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8. 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
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9. Organizational Justice
Focuses on perceptions of fair treatment within an organization
Norms of justice
Behaviors the society accepts as fair
Perceptions of fairness depend on general norms and values of a culture
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10. Distributive Justice Considers the fairness of reward distribution
Judgment of fairness based on
Rewards others receive
What behaviors deserve rewards
Reward distribution process
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11. Making Comparisons Equity Theory Status-value approach
People choose those similar to themselves with whom to compare
Status-value approach
People make comparisons to “everybody” or “people in general” or to groups who are dissimilar
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12. Evaluating Inputs Equity Theory Cultural values influence evaluation
Individual weighs relative inputs and outcomes of self versus a comparison other
Cultural values influence evaluation
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13. Allocating Rewards Equity norm Equality norm Need norm
Outcome to input ratio should be relatively equal for every employee
Equality norm
Each employee should receive same outcomes regardless of inputs
Need norm
Each employee should receive outcomes according to personal need
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14. Procedural Justice
Many underlying elements that lead people to think a procedure fair are universal
Organizational characteristics influence justice perceptions
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?
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15. Interactional Justice
Considers interpersonal aspect
Across cultures, people expect respectful, dignified treatment and an opportunity to give their opinions
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16. 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
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17. How Justice Perceptions Influence Organizational Behavior
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
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18. 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
Activities in one domain interfere with those in the other
Work-family facilitation
Experience, skills, and opportunities from one domain make it easier to participate in the other
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19. Connections between Family and Work
Spillover model
Satisfaction at work spills over into satisfaction at home and dissatisfaction at work can create problems at home
Compensatory model
Dissatisfaction in one domain can be made up in the other
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20. Sources of Conflict and Facilitation
Incompatible demands from either domain create conflict
Limited research on facilitation but seems to come from social support
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21. 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
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22. Work-Family Interface in Different Cultures
Masculinity/femininity
Influences work-family interface
Creates different situations for men and women in different cultures
Individualism/collectivism
In individualistic countries, both women and men have greater choice of acceptable behavior, following non-traditional gender role creates less conflict
In collectivistic cultures, people must follow the group, women generally find themselves subordinate to men
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23. Organizational Responses to Work and Family Issues
Organizational approaches
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
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24. Convergence or Divergence?
Importance of organizational commitment, justice, and work-family 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
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25. Implications for Managers
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
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