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

2. © 2005 Prentice-Hall, Inc. 9-2 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

3. © 2005 Prentice-Hall, Inc. 9-3 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

4. © 2005 Prentice-Hall, Inc. 9-4 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

5. © 2005 Prentice-Hall, Inc. 9-5 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

6. © 2005 Prentice-Hall, Inc. 9-6 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

7. © 2005 Prentice-Hall, Inc. 9-7 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 Job Performance and 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

8. © 2005 Prentice-Hall, Inc. 9-8 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

9. © 2005 Prentice-Hall, Inc. 9-9 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

10. © 2005 Prentice-Hall, Inc. 9-10 Distributive Justice Considers the fairness of reward distribution Judgment of fairness based on Rewards others receive What behaviors deserve rewards Reward distribution process

11. © 2005 Prentice-Hall, Inc. 9-11 Making Comparisons Equity Theory 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

12. © 2005 Prentice-Hall, Inc. 9-12 Evaluating Inputs Equity Theory Individual weighs relative inputs and outcomes of self versus a comparison other Cultural values influence evaluation

13. © 2005 Prentice-Hall, Inc. 9-13 Allocating Rewards Equity 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

14. © 2005 Prentice-Hall, Inc. 9-14 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?

15. © 2005 Prentice-Hall, Inc. 9-15 Interactional Justice Considers interpersonal aspect Across cultures, people expect respectful, dignified treatment and an opportunity to give their opinions

16. © 2005 Prentice-Hall, Inc. 9-16 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

17. © 2005 Prentice-Hall, Inc. 9-17 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

18. © 2005 Prentice-Hall, Inc. 9-18 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

19. © 2005 Prentice-Hall, Inc. 9-19 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

20. © 2005 Prentice-Hall, Inc. 9-20 Sources of Conflict and Facilitation Incompatible demands from either domain create conflict Limited research on facilitation but seems to come from social support

21. © 2005 Prentice-Hall, Inc. 9-21 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

22. © 2005 Prentice-Hall, Inc. 9-22 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

23. © 2005 Prentice-Hall, Inc. 9-23 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

24. © 2005 Prentice-Hall, Inc. 9-24 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

25. © 2005 Prentice-Hall, Inc. 9-25 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