Organizational Behavior Ch 12

gain sharing

a percentag of the value of increasedin productivity is given to workers under prearranaged formula driven by operational factors, such as quality, productivity, customer satisfaction, similar advantages to profitsharing, ideally suited to production-oriented employess, too far removed from a given employee's direct control

profit sharing

a share of corporate profits are distributed in cash to all employees, mobilizes all employees toward common goal, informs and educates employees about financial well-being of organization gives employess broader perspective, too far removed from any given employee's direct control

group value model

assumes that people are concerned about their long-term social relationship with the leaders and organizations responsible for justice systems, people identify with social and organizational groups, so much so that these relationships are a cricitical part of their self concept and they seek to build long term bonds with valued organizational members

equality rule

blind justice, is the simplest of the distributive justice principles, it prescribes equal share for everyone concerned, outcomes are distributed in an organization without regard to who has contributed what; consequently, everyone benefits equally , everyone receives equal entitlement, if the goal is to maintain harmony in a group

moot

both disputants and third party must agree on resoltion

justice system share certain guiding prinicipals

consistency, simplicity, effectiveness, justifiability, consensus, generalizability, satisfaction

2 key ways of thinking about justice

distributive justice and procedural justice

incentive pay

employee receives money based on increased performance against predetermined targets, employee has a clear lime of sight to goals that he/she relistically affect and achieve, in shor-term in nature

3 Distributive justice systems

equality rule, equity rule, need-based rule, and these are very situation specific

Thibaut and Walker's model of procedural justice

flows directly our of social exchange thoery, aruge that people are motivated to maximize their personal gains in their interactions with others and that people seek to control procedures so that they can indirectly control outcomes, invovle third parties in dispute resolutions

relational model of authority

focuses on the conditions under which an authority is perceived to be a legitimate decision maker and is given discretionary power to make decisions for a committee

simplicity

if people understand the system it is more likely to work

Fairness heuristic theory

is based on the group value model of procedural justice and the relational model of authority, the theory assumes that because ceding authority to another person provides an opportunity for exploitation and exclusion, people feel uncertain and uncomfortable about their relationships with an authority figure, therefore peopl ask themselves whether the authority can be trusted not to exploit them or threaten their identity

social comparsion

is the act of comparing ourselves to others

distributive justice

is the science of how people allocate resources, how much can I get

retributive justice

is the science of how people get even and retaliate the wrongdoing, people believe that revenge is justified

procedural justice

is the sicence of how people enact justice.

effectiveness

it should be able to produce or emit decisions

voice

letting people speak their mind and be heard, the important aspects is that people feel that they have had a chance to explain why they did or did not do something

consensus

members should agree on the justice system

Comparison with similar others

occurs when people choose someone of similar background, skill, and ability with whom to compare

downward comparison

occurs when people compare themselves to someone who is less fortunate, of lower rank, less able, or lower in status

Upward comparison

occurs when people compare themselves to someone who is superior to them in terms of status or rank, or who is simply, more accomplished

spot rewards

one-time cash reward for employees who ahcieves major goal or performing beyond expectations, easy to implement, general inexpensive, often rewards achievements instead of effort, this may lead employees to abandon importatn,but riskly projects

equity theory

people judge an outcome as fair when the ratio of their own inputs and outputs equals the ratio of the inputs and outputs of others, argues that people make judgements about what is fair based on whay they are investing in a relationship and whay they are getting out of that relationship

equity rule

proportionality of contribution principle, is considerable more complex becuase it bases rewards and outcomes on what people have contributed, is based on the ideas that people who contribute more to an organization should be rewarded with more, if the goal to enhance producitivity and performance

justifiability

should be justifiable to others

satisfaction

should be one in which organizational members feel satidfied

generalizability

the justice system should be applicable to the organization at large

consistency

the system should not adopt different standards for different people

adjudication

third party imposes resolutions without input from the parties

arbitration

third party makes binding judgment

mediation

third party suggests resolutions but does not impose it

recognition

usually noncash, special attention, honoring of employee, touches employee at emotional level, serves as organizational culture-buliding device, if employees expect that everyone will eventually be recognized then recognition is less distinctive and loses its value

need-based rule

welfare- based allocation states that benefits should be proportional to need if the goal is to minimize waste

revenge could be best understood

1, the specific actions that violate trust 2. the attributions and cognitions in response to the trust violations 3. the responses to the trust violations

6 courses of action to restore equity

1. Alter the inputs 2. Alter the outcomes 3. Cognitively distort inputs or outcomes 4. Leave the situation 5. Change the object of comparison

Tyler and Lind aspects of legitimacy

1. feeling of trust in the authority 2. willingness to accept decisions, and the leader 3. feeling of obligation to follow the rules authorities implement

3 ways to evaluate organizational employees

1. supervisor evaluations 2. peer evaluations 3. 360 degree evaluations conducted by thier immediate supervisors