Question;Assignments;Case: "Managing Motivation in a;Difficult Economy;ERA OF THE DISPOSABLE WORKER;Learning Objectives: Define organizational;behavior (OB), Show the value to OB of systematic study, Demonstrate the;importance of interpersonal skills in the workplace, Describe the manager?s;functions, roles, and skills, Identify the challenges and opportunities;managers have in applying IB concepts, Demonstrate why few absolutes apply to;OB;Learning Outcomes: Define organizational behavior and identify;the variables associated with its study, Describe the factors that influence;the formation of individual attitudes and values, Apply the study of perception;and attribution to the workplace, Define diversity and describe the effects of;diversity in the workforce, Describe the nature of conflict and the negotiation;process, Describe best practices for creating and sustaining organizational;cultures, Describe best practices for creating and sustaining organizational;cultures, Describe the components of human resource practices;The Scenario;The great global recession has claimed many victims. In many;countries, unemployment is at near-historic highs, and even those who have;managed to keep their jobs have often been asked to accept reduced work hours;or pay cuts. Another consequence of the current business and economic;environment is an increase in the number of individuals employed on a temporary;or contingent basis.;The statistics on U.S. temporary workers are grim. Many, like;single mother Tammy Smith, have no health insurance, no retirement benefits, no;vacation, no severance, and no access to unemployment insurance. Increases in;layoffs mean that many jobs formerly considered safe have become ?temporary? in;the sense that they could disappear at any time with little warning. Forecasts;suggest that the next five to ten years will be similar, with small pay;increases, worse working conditions, and low levels of job security. As Peter;Cappelli of the University of Pennsylvania?s Wharton School notes, ?Employers;are trying to get rid of all fixed costs. First they did it with employment;benefits. Now they?re doing it with the jobs themselves. Everything is;variable.?;We might suppose these corporate actions are largely taking place;in an era of diminishing profitability. However, data from the financial sector;is not consistent with this explanation. Among Fortune 500 companies, 2009 saw;the second-largest jump in corporate earnings in the list?s 56-year history.;Moreover, many of these gains do not appear to be the result of increases in;revenue. Rather, they reflect dramatic decreases in labor costs. One equity;market researcher noted, ?The largest part of the gain came from lower payrolls;rather than the sluggish rise in sales?? Wages also rose only slightly during;this period of rapidly increasing corporate profitability.;Some observers suggest the very nature of corporate profit;monitoring is to blame for the discrepancy between corporate profitability and;outcomes for workers. Some have noted that teachers whose evaluations are based;on standardized test scores tend to ?teach to the test,? to the detriment of;other areas of learning. In the same way, when a company is judged primarily by;the single metric of a stock price, executives naturally try their best to;increase this number, possibly to the detriment of other concerns like employee;well-being or corporate culture. On the other hand, others defend corporate;actions that increase the degree to which they can treat labor flexibly, noting;that in an increasingly competitive global marketplace, it might be necessary;to sacrifice some jobs to save the organization as a whole.;The issues of how executives make decisions about workforce;allocation, how job security and corporate loyalty influence employee behavior;and how emotional reactions come to surround these issues are all core;components of organizational behavior research.;Questions;1.;To what extent can individual;business decisions (as opposed to economic forces) explain deterioration in;working conditions for many workers?;2.;Do business organizations have;a responsibility to ensure that employees have secure jobs with good working;conditions, or are their primary responsibility to shareholders?;3.;What alternative measures of;organizational performance, besides share prices, do you think might change the;focus of business leaders?;4.;If you were to study this issue;from an organizational behavior perspective describes the study you would;implement? What input and output variables would you look at and why?
Paper#45815 | Written in 18-Jul-2015Price : $27