Chapter 3 & 4 Combined

Equal Employment
Opportunity, Discipline & Job
Satisfaction

Glass Ceiling
An invisible barrier that holds
minority and women to climb up
to its corporate ladder.

Discipline
A condition in the organization
when employees conduct
themselves in accordance with
the organizations rules and
standards of acceptable behavior.

Factors to consider when

Disciplining
> Seriousness of the problem
> Duration of the problem
> Frequency and Nature of the
problem
> Extenuating factors
> Degree of Socialization
> History of the Organizations
Discipline process
> Management Backing

Typical Disciplinary
Problems
Problems with performance
>Failure to complete work on time.
Problems with Attendance:
> Tardiness.
> Leaving work early.
> Unexcused absence

 On the Job behaviors:

> Sleeping on the job
> Attacking another employee
> Gambling
> Defective work
Dishonesty:
> Stealing
> Clock-punching anothers time card

> Concealing defective work

> Subversive activity
Outside Activities:
> Unauthorized strike activity
> Working for a competing
company
> Outside criminal activities

Progressive Discipline
Process
> Written Verbal
Warning
> Written warning
> Suspension
> Dismissal

Employee Counseling
> Listen to the employee

to uncover the reason

for poor performance.
> Focus on performancerelated behaviors
> Get the employee to
accept the problem, and
work to find solutions.
> Managers are not
expected to solve
employees personal
problems
> Employee Assistance
Program

Rightsizing: It is the process of

monitoring and adjusting the
composition of the organizations
workforce to its optimal size.
Turnover: The Voluntary and
involuntary permanent
withdrawal from an organization

Job Satisfaction: A positive feeling

about ones job resulting from an
evaluation of its characteristics.

Job Dissatisfaction: Is the feeling of

being unhappy with ones job. It is the
major cause of voluntary turnover.

Deviant Workplace Behavior:

Voluntary behavior that violates significant
organizational norms and thereby threatens
the well-being of the organization and/or any
of its members.
> Productivity failure
> Intentionally working slowly
> Leaving early
> Stealing from organization
> Wasting resources
> Sabotage
> Stealing from coworkers

How an employee can express

his/her dissatisfaction

Active
Exit

Voice

Neglect

Loyalty

Destructive
Constructive

Passive

The causes of Job Satisfaction/

dissatisfaction
> Nature of the work
> Pay and benefits
> Supervisors and coworkers

Organizational citizenship
behavior ( OCB)
OCB include employee behaviors that are
beneficial to the organization but are not
formally required as part of an employees
job.

Global Human Resource

Management
GHRM refers to the policies and practices related to
managing people in an internationally oriented organization.

Host Country Nationals ( HCNs): Who are employees

from the local population. Sometimes they are referred to as

local nationals.

Parent Country National ( PCNs): Who are sent from

the country in which the organization is headquartered.

Third Country Nationals ( TCNs): Who are from a

country other than where the parent organizations
headquarters or operations are located.

Characteristics of an
Expatriate Manager of MNC
> Strong Technical Skills.
> Good Language Skills.
> Strong desire to work overseas.
> Specific Knowledge of countrys Culture.
> Well-Adjusted Family.
> Complete Support of Spouse.
> Behavioral Flexibility.
> Adaptability and open-mindedness.
> Good Relational Ability.
> Good Stress Management Skills.

Compensating The
Expatriate Manager
> Financial: Company paid childrens education
allowance, Home leave allowance, Mobility premium
and assignment completion bonuses.

> Social Adjustment: Rest and relaxation leave,

Language and cross-cultural training, Club
membership and assistance with locating a new
home.

> Family Support: Child care providers, assistance

locating spousal employment, assistance locating
schools for children.

Defining Motivation
The processes that account for an
individuals intensity, direction, and
persistence of effort toward attaining a goal.

Key Elements

1.

Intensity: how hard a person tries

2.

Direction: toward beneficial goal

3.

Persistence: how long a person tries

Maslows Hierarchy of
Needs
Physiological Needs:
General example: Shelter
Organizational example: Salary
Security Needs:
General example: Stability
Organizational example: Pension plan

Social Needs:
General example: Friendship
Organizational example: Friends at work.
Esteem Needs:
General example: Status
Organizational example: Job title
Self Actualization Needs:
General example: Self fulfillment
Organizational example: Challenging job

Theory X & Theory Y

Theory X:

People are lazy.

People lack ambition and dislike
responsibility.
Must be controlled & threatened with
punishment if they are to perform.
People resist change.
Not very bright.

Theory Y

People are energetic

People are ambitious and seek
responsibility.
People want to contribute to business
growth and change.
People are intelligent.

David McClellands
Theory of Needs

Need for Achievement:

The drive to excel, to achieve in relation to a set of

standards, to strive to succeed.

Need for Affiliation:

The desire for friendly and close personal

relationships.

Need for Power:

The need to make others behave in a way that they
would not have behaved otherwise.