The Ramifications Of Alienation Within Organizations

4 Course  Materials   Textbook:   Johns,  G.  &  Saks,  A.  M.  (2011).   Organizational  Behaviour:   Understanding  and   Managing  Life  at  Work:  CUSTOM

The client is identified as Kevin, a 14-year-old male from Honduras. Kevin left his family

Hochschild found an attendant who stated that “It’s as if I can’t release myself from an artificially created elation” (4). The attendant felt like she couldn’t break away from the image she created at work even after she left (4). Davies maintains a similar point of view in that workers emotions are being influenced by corporations, but he believes employees can break away from the control of companies. To argue how he believes employees can break away from corporations Davies states “Disengagement is believed to manifest itself in absenteeism, sickness and – sometimes more problematic – presenteeism, in which employees come into the office purely to be physically present” (1). This statement means that employees are resisting work and when they do show up, they are not invested in the job and are not being as productive as possible (1). To prevent this from continuing to happen companies have offered gym memberships and personal counseling as an incentive to work better and increase profits for the company

Kreitner, R., & Kinicki, A. (2013). Organizational behavior (10 ed.). New York, NY: McGraw-Hill/ Irwin. .). Retrieved from http://gcumedia.com/digital-resources/mcgraw-hill/2013/organizational behavior_ebook_10e.php

Disengaged employee: They are actually burdened on organization because they not only raise turnover, absenteeism and low job satisfaction in the organization but also engaged in spreading negativity, rumors and actively participate in office politics.

In this article the concept of occupational justice will be applied to the contemporary issue of off-shore detention centres for asylum seekers. Occupational Justice is a term that is used and emphasized by the notion of people participating in occupations that are found to be meaningful for them. And by the optimistic vision of possible societies in which all populations have equitable opportunity, resources, privilege, and occupational rights for meaningful, occupational engagement along with the right to good health and wellbeing (Townsend & Whiteford 2011, p. 71). A subsection of occupational justice is occupational alienation, this occurs when a subset of people no longer have the ability/ resources to perform occupations that are meaningful to them. These people are still required to perform the occupations but in a way that brings them no meaning. For example a student may enjoy learning, but when in a stressful grade-centric environment where they must study or they will

Corporations are demoralizing workers and turning them into a robot. For example, in a biographical essay by Rob Lucas, he talks about how even in his sleep, he is thinking about his work as a computer programmer. He calls this “sleep working” and says that he is always “dreaming up solutions to complex

It is reasonable to suggest that the overwhelming majority of humankind has either been part of or required the services of organizations at some point in time during their lives, and many of these consumers will likely testify that although every organization is different in some ways, they all share some common characteristics. Furthermore, because all organizations are comprised of mere humans, they are subject to the same behavioral whims, weaknesses and vagaries that also characterize the human condition from day to day and over time. To gain further insights into these concepts, this paper provides a review of the relevant peer-reviewed and scholarly literature to develop a comprehensive and robust definition of organizational behavior. This review is followed by a summary of the research and salient findings in the conclusion.

and his or her acquaintances comprises a low-density network (one in which many of the possible relational lines are absent) whereas the set consisting of the same individual and his or her close friends will be densely knit (many of the possible lines are present). The overall social structural picture suggested by this argument can be seen by considering the situation of some arbitrarily selected individual-call him Ego. Ego will have a collection of close friends, most of whom are in touch with one another-a densely knit clump of social structure. Moreover, Ego will have a collection of acquaintances, few of whom know one another. Each of these acquaintances, however, is likely to have close friends in his own right and therefore to be enmeshed

(Sniderman, Bulmash, Nelson & Quick, 2007) Employees in Wal-Mart are disengaged because there are four different types of behavioural responses. The first response is ‘exit’. Most of the people that started working in Wal-Mart at the same time as Claude chose to leave within a year. Apparently, high turnover rates existed in Wal-Mart. Secondly, increased voice, Claude’s co-workers became very vocal and increased their voice by complaining to each other about shifts, management and procedures. Thirdly is a sense of decreased loyalty. Claude and his co-workers reduced their involvement within the work setting. They started to think how much Wal-Mart is worth to them. And finally, a sense of increased neglect develops. Claude began to diminish his level of effort. He didn’t want to ‘go the extra mile’ anymore because his manager’s apathetic attitude. These outcomes definitely caused negative impact on productivity, not to mention resulted in lowering the level of employee’s motivation.

Topic: One of the essential elements to Marx’s alienation concept is that of people or workers being alienated from each other under capitalism, it is still relevant in explaining the problems of the modern world.

Not only can the application of organizational behavior principles improve an organization's effectiveness, organizational behavior provides a manager the information and knowledge needed to manage an effective workforce (Argenti, 2002). With the advent of organizational perspectives, the analysis of why people instill their presence in an organization is not only because of self-aimed goals of growth and enhancements, but also to locate themselves in a social place in accordance to the area of their perceived belonging (Stroh, Northcraft and Neale, 2002).

Employees are said to depict positive behaviors like innovative behavior and OCB when the individuals feel the support of the organization, i.e., perceived organizational support (POS) and negative behaviors like CWB in a non-supportive organization (Scheuer, 2010). From this perspective the workplace deviance can be triggered with respect to the unfavorable or unsupportive working conditions. (Colbert, Mount, Harter, Barrick, & Witt, 2004). Thus this leads to the organizational context that has to be taken into account in deviance research (Bennett, Aquino, Reed & Thau, 2005). Even leader behaviors are said to influence the perception of the organizational climate (Lewin, Lippitt & White, 1939). Effectiveness within the organization builds up a trusting relationship between the leader and the sub-ordinates that will have positive consequences. When the employee perception of organization related factors are taken into account organizational injustice has been a frequently cited cause of misconduct.

Organizational behavior is the behavior of individuals, either one or a group. It is not the behavior of an organization, but rather the behavior of the people in an organization. This can be anywhere from a family at home to a church to a work group within a company. Some of the challenges that make behaviors challenging in today’s workplace are high performance, ethical behavior, productivity improvement, technology utilization, quality, diversity, work-life balance, and the global economy, (Schermerhorn, 2003, P. 1).

When an employee experiences separation from an organization it does not necessary mean that it is all due to poor behavior on the part of the employee. According to Kemery, Dunlap, and Bedelan, (1989) separation could involve various forms such as lay-off, discharge, resignation, suspension.