© 2005 prentice-hall, inc. 9-1 chapter 9 organizational commitment, organizational justice, and...

© 2005 Prentice-Hall, Inc.

9-1

Chapter 9

Organizational Commitment, Organizational Justice, and Work-Family Interface


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


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


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


9-5

Organizational Commitment

Continuance commitmentEmployees attach to an organization

because they realize they will lose something if they leave

Normative commitmentEmployees feel a sense of obligation

to remain with a firm and believe they should be loyal to their employer


9-6

Sources of Organizational CommitmentAffective

CommitmentContinuance Commitment

Normative Commitment

Personal Characteristics



Work Experiences

Job Alternatives Available

Socialization Experiences

Employee Investments in the Organization

Organization Investments in the Employee


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

No Impact on Attendance Rate

Lower Stress and Work-Family Conflict

Higher Stress and Work-Family Conflict

No Impact on Work-Family Conflict


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


9-9

Organizational Justice

Focuses on perceptions of fair treatment within an organization

Norms of justiceBehaviors the society accepts as fair

Perceptions of fairness depend on general norms and values of a culture


9-10

Distributive Justice

Considers the fairness of reward distribution

Judgment of fairness based onRewards others receiveWhat behaviors deserve rewardsReward distribution process


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


9-12

Evaluating Inputs

Equity Theory Individual weighs relative inputs

and outcomes of self versus a comparison other

Cultural values influence evaluation


9-13

Allocating Rewards

Equity normOutcome to input ratio should be

relatively equal for every employee Equality norm

Each employee should receive same outcomes regardless of inputs

Need normEach employee should receive

outcomes according to personal need


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?


9-15

Interactional Justice

Considers interpersonal aspect Across cultures, people expect

respectful, dignified treatment and an opportunity to give their opinions


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


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


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


9-19

Connections between Family and Work

Spillover modelSatisfaction at work spills over into

satisfaction at home and dissatisfaction at work can create problems at home

Compensatory modelDissatisfaction in one domain can

be made up in the other


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


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


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


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


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


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

© 2005 prentice-hall, inc. 9-1 chapter 9 organizational commitment, organizational justice, and...

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