HCM 433 MANGEMENT AND ORGANIZATIONAL BEHAVIOUR.pdf

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This comparison in status can be viewed from two major perspectives namely: i. Distributive Justice ii. Status congruence i. Distributive Justice This (also called natural justice) is the perception that person’s outcome is directly proportional to the effort and costs he has invested. This is sometimes measure by comparing oneself with others on the same outcome, based on the amount of investments (or efforts). Hence, distributive justice is said to be at play if the outcome of certain set of members in a group in higher because they have invested more (in terms of efforts) in the course of their jobs. On the other hand, it is injustice if somebody income is higher because he/she is the favourite of the CEO and not necessarily due to hard work. ii. Status Congruence Congruence implies that all the characteristics and attribute of a person are greater than, equal to or lower than the corresponding attributes of a person with whom he can be compared. Thus, the manager as compared with the assistant manger must have a higher income, a bigger office, more clerical staff and better experience. In other wards, the manger is said to enjoy benefit/outcomes congruent/equal to/ with his status. Example of in congruence is: supervisors earning less than their subordinates. For example status symbols serve as reward; tells the amount of authority possessed; serves as communication facilitators. Titles and physical appearance are some obvious symbols used to designed status. It is important to note that for an organization to be effective, distributive justice and status, congruence must be allowed to take its course. When inequality is perceived it created disequilibrium and attempt are always made by the people either in an organization or social system at ensuring equilibrium in status. People must therefore be able to assess the costs, investments and rewards of similarly positioned co-corker so that they can make an accurate comparison either their own status/outcomes. 3.4 OCCUPATIONAL PESTIGE 78
The relationship between status, occupational prestige and job satisfaction cannot be overemphasized. Occupation prestige is the importance attached to a profession based on the quality and length of training required of such occupation. It is specially related to a person’s education and income. For example in modern industrial society, a person prepares himself for occupational life by obtaining an education, which in turn, prepares him for a more significant occupational role. This is further rewarded with more economic status (income) and social status. The point therefore is that people tend to be assigned to a class status according to their occupations. Occupational prestige hence becomes one of the most basic systems of stratification in modern societies. A skilled occupation for instance enjoys high status more than non-skilled occupations. Even among the skilled occupations, workers in the oil and banking industries enjoy more prestige than their counterparts in teaching profession. The importance of occupational prestige can therefore be enumerated as follows: ii. it helps a counselor to diagnose status problems and conflicts iii. It influences the kinds of promotion and transfer an employee will take. iv. It helps to determine who will be the informal leader of a group composed of different occupations. v. It enables “status seekers” to qualify themselves for high status jobs so that the can become better adjusted. vi. It serves as a motivator to those seeking to advancement in the organization. In relation to the status concept, job satisfaction refers to the contentment experienced when a want is satisfied. Technically speaking, job satisfaction is the difference between the amount of some valued outcome a person receives and the concept that create a feeling of enthusiasm and happiness during and after working hours. Indeed, the usefulness of job satisfaction to the social interaction (which in turn gives rise to status) can be summarized as follows: i. It gives management an indication of the general levels of satisfaction in a company ii. It reduces turnover, absenteeism and consequently high productivity. iii. It gives the staff a feeling of belongingness. iv. Job satisfaction affects the employee’s life outside the job. 79
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NATIONAL OPEN UNIVERSITY OF NIGERIA
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HCM 433 - MANAGEMENT AND ORGANISATI
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UNIT 15: Organisational Structure E
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HCM 433 - MANAGEMENT AND ORGANISATI
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UNIT 10: Work Groups UNIT 11: Commu
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Course Editor: Programme Leader: Na
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· Discuss the behaviour influencin
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MODULE: 1 UNIT 1 MANAGEMENT PERSPEC
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(iii) The reference to management a
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Departmental heads, Supervisors, Fo
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in coordinating efforts occur becau
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For purpose of this book, administr
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Page 29 and 30: suggested by the economic security
Page 31 and 32: of organisational behaviour and a n
Page 33 and 34: *We see organizations as societies
Page 35 and 36: Mullins, L. J. (2000). Management a
Page 37 and 38: The common features of a formal Org
Page 39 and 40: of inefficiency was prevalent in th
Page 41 and 42: •Discipline •Unity of Command
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Page 49 and 50: who unable to leave. Such workers c
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Page 57 and 58: UNIT 5: Content MANAGEMENT OF CHANG
Page 59 and 60: Technological Change: Everyone is k
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Page 67 and 68: Mullins, L. J. (2000). Management a
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Page 81 and 82: UNIT 8: Content PERCEPTION 1.0. Int
Page 83 and 84: interpretation of the world around
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Page 93 and 94: Similarly individual are born into
Page 95 and 96: a) The Id is the unit that contains
Page 97 and 98: 5. Genital stage (13 years and abov
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Page 103 and 104: Besides, there are also other class
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Page 121 and 122: UNIT 12: MOTIVATION 1.0. Introducti
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Safety Social Relatedness Esteem Se
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The first group of factors (the dis
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The question is however often asked
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A effects. In this unit our attenti
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Probability that effort will lead t
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satisfy their emotions and desires.
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The implication of attribution theo
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i. more workers are able to do vari
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influences that motivate people so
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Thirdly, it is almost certainly tru
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“Labour is good in its self. A ma
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8. The motivation of many employees
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In every organization, there exists
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decentralisation, with activities i
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Structure provides the framework fo
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According to Mullins (2000), clearl
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functions, departments or sections.
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M :- Marketing F :- Finance iv) Nat
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•the process of managing the acti
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functions undertaken increases. Peo
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Therefore, the matrix organisation
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A basic aim for the study of organi
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ii) Technology - the manner in whic
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Task - the nature of the work activ
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In a university, for example, the m
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The growth of information technolog
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Most organisational resources are l
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It may not always be possible for m
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•Influence of Technology on Organ
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Mitchell, T. R. (1987). People in O
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