Organization
Santosh_2102
Kinicki_Fugate_OB_1e_Ch14.pptxPart 3: Organizational Processes
© 2016 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part.
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Chapter 14 | Slide 2
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ORGANIZATIONAL CULTURE, SOCIALIZATION, AND MENTORING
How Can I Use These Concepts for Competitive Advantage?
14.1 The Foundation of Organizational Culture: Understanding Its Drivers
and Functions
14.2 The Impact of Organizational Culture Types on Outcomes
14.3 The Process of Culture Change
14.4 The Organizational Socialization Process
14.5 Embedding Organizational Culture Through Mentoring
The Foundation of Organizational Culture: Understanding Its Drivers and Functions
What is Organizational Culture?
Chapter 14 | Slide 3
The set of shared, taken-for-granted implicit assumptions that a group holds and that determines how it perceives, thinks about, and reacts to its various environments
Organizational culture is defined as “the set of shared, taken-for-granted implicit assumptions that a group holds and that determines how it perceives, thinks about, and reacts to its various environments.”
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The Foundation of Organizational Culture: Understanding Its Drivers and Functions
Four Characteristics of Organizational Culture:
Shared concept
Learned over time
Influences our behavior at work
Impacts outcomes at multiple levels
Chapter 14 | Slide 4
Shared concept. Organizational culture consists of beliefs and values that are shared among a group of people.
Learned over time. It is passed on to new employees through the process of socialization and mentoring.
Influences our behavior at work. This is why “culture eats strategy for breakfast.”
Impacts outcomes at multiple levels. Culture affects outcomes at the individual, group/team, and organizational levels.
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The Foundation of Organizational Culture: Understanding Its Drivers and Functions
Drivers and Flow of Organizational Culture
Chapter 14 | Slide 5
Figure 14.1 provides a conceptual framework for understanding the drivers and effects of organizational culture.
Five elements drive organizational culture:
The founder’s values
The industry and business environment
The national culture
The organization’s vision and strategies
The behavior of leaders
In turn, organizational culture influences the type of organizational structure adopted by a company and a host of internal processes (including human resource practices, policies, and procedures) implemented in pursuit of organizational goals. These organizational characteristics then affect a variety of group and social processes.
This sequence ultimately affects employees’ work attitudes and behaviors and a variety of organizational outcomes.
All told, Figure 14.1 tells us that organizational culture has a wide span of influence, ultimately impacting a host of individual, group, and organizational outcomes.
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The Foundation of Organizational Culture: Understanding Its Drivers and Functions
Levels of Organizational Culture – Artifacts
Chapter 14 | Slide 6
The physical manifestation of an organization’s culture
At the more visible level, culture represents observable artifacts. Artifacts consist of the physical manifestation of an organization’s culture.
Organizational examples include
• Acronyms
• Manner of dress
• Awards
• Myths and stories told about the organization
• Published lists of values
• Observable rituals and ceremonies
• Special parking spaces
• Decorations
It’s important to remember that artifacts are easier to change than the less visible aspects of organizational culture.
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The Foundation of Organizational Culture: Understanding Its Drivers and Functions
Levels of Organizational Culture – Espoused Values
Chapter 14 | Slide 7
Gaps between espoused and enacted values
Influence employee attitudes and organizational performance
Values were defined in Chapter 2 as abstract ideals that guide one’s thinking and behavior across all situations.
In the context of organizational culture, it is important to distinguish between values that are espoused versus those that are enacted.
• Espoused values represent the explicitly stated values and norms that are preferred by an organization. They are generally established by the founder of a new or small company and by the top management team in a larger organization. Most companies have a short of list of espoused values. Because espoused values represent aspirations that are explicitly communicated to employees, managers hope that those values will directly influence employee behavior. Unfortunately, aspirations do not automatically produce the desired behaviors because people do not always “walk the talk.”
• Enacted values represent the values and norms that actually are exhibited or converted into employee behavior. They represent the values that employees ascribe to an organization based on their observations of what occurs on a daily basis. It is important for managers to reduce gaps between espoused and enacted values because they can significantly influence employee attitudes and organizational performance
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Espoused Values
Explicitly stated values and norms that are preferred by an organization
Enacted Values
Values and norms that are actually exhibited or converted into employee behavior
The Foundation of Organizational Culture: Understanding Its Drivers and Functions
Levels of Organizational Culture – Basic Underlying Assumptions
Organizational values that have become so taken for granted over time that they become assumptions that guide organizational behavior
Chapter 14 | Slide 8
Basic underlying assumptions constitute organizational values that have become so taken for granted over time that they become assumptions that guide organizational behavior.
They represent deep-seated beliefs that employees have about their company and thus constitute the core of organizational culture.
As you might expect, basic underlying assumptions are highly resistant to change.
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The Foundation of Organizational Culture: Understanding Its Drivers and Functions
Four Functions of Organizational Culture
Chapter 14 | Slide 9
An organization’s culture fulfills four important functions (see Figure 14.2):
1. Organizational identity
2. Collective commitment
3. Social system stability
4. Sense-making device
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Test Your OB Knowledge
Which level of organizational culture is the hardest to change?
Artifacts
Transactional
Enacted values
Espoused values
Basic underlying assumptions
Chapter 14 | Slide ‹#›
The correct answer is (E).
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The Impact of Organizational Culture Types on Outcomes
Types of Organizational Culture – Clan Culture
Companies with a clan culture have an internal focus and they value flexibility rather than stability and control
Effectiveness achieved by encouraging collaboration, trust, and support
Employee-focused
Chapter 14 | Slide 11
The competing values framework (CVF) provides a practical way for managers to understand, measure, and change organizational culture.
It identifies four fundamental types of organizational culture as shown in Figure 14.3.
This research showed that measures of organizational effectiveness varied along two fundamental dimensions or axes. One axis pertained to whether an organization focuses its attention and efforts on internal dynamics and employees or outward toward its external environment and its customers and shareholders. The second was concerned with an organization’s preference for flexibility and discretion or control and stability. Combining these two axes creates four types of organizational culture that are based on different core values and different sets of criteria for assessing organizational effectiveness.
Companies with a clan culture have an internal focus and they value flexibility rather than stability and control. These resemble a family-type organization in which effectiveness is achieved by encouraging collaboration, trust, and support among employees.
This type of culture is very “employee-focused” and strives to instill cohesion through consensus and job satisfaction and commitment through employee involvement. Clan organizations devote considerable resources to hiring and developing their employees, and they view customers as partners. Collaborating is the strategic thrust of this culture.
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The Impact of Organizational Culture Types on Outcomes
Types of Organizational Culture – Adhocracy Culture
External focus and value flexibility
Creation of new products and services
Culture is adaptable, creative, and fast to respond to the marketplace
Chapter 14 | Slide 12
Companies with an adhocracy culture have an external focus and value flexibility.
Creation of new products and services is the strategic thrust of this culture, which is accomplished by being adaptable, creative, and fast to respond to changes in the marketplace.
Adhocracy cultures do not rely on the type of centralized power and authority relationships that are part of market and hierarchical cultures. They empower and encourage employees to take risks, think outside the box, and experiment with new ways of getting things done.
A recent article in The Wall Street Journal noted that adhocracy-type cultures are decreasing in the United States as many companies are becoming risk averse.
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The Impact of Organizational Culture Types on Outcomes
Types of Organizational Culture – Market Culture
Strong external focus and value stability and control
Competition
Strong desire to deliver results and accomplish goals
Chapter 14 | Slide 13
Companies with a market culture have a strong external focus and value stability and control.
Competition is the strategic thrust of these organizations. They have a strong desire to deliver results and accomplish goals.
Because this type of culture is focused on the external environment, customers and profits take precedence over employee development and satisfaction. The major goal of managers is to drive toward productivity, profits, and customer satisfaction.
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The Impact of Organizational Culture Types on Outcomes
Types of Organizational Culture – Hierarchy Culture
Chapter 14 | Slide 14
Internal focus
Formalized and structured work environment
Values stability and control over flexibility
Efficiency, timeliness, and reliability
Control is the strategic thrust within a hierarchy culture.
The hierarchy culture has an internal focus, which produces a more formalized and structured work environment, and values stability and control over flexibility.
This orientation leads to the development of reliable internal processes, extensive measurement, and the implementation of a variety of control mechanisms.
Effectiveness in a company with this type of culture is likely to be assessed with measures of efficiency, timeliness, quality, safety, and reliability of producing and delivering products and services.
Hierarchical cultures have been found to have both negative and positive effects.
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The Impact of Organizational Culture Types on Outcomes
Conclusions about Organizational Culture
Chapter 14 | Slide 15
Organizational culture is related to measures of organizational effectiveness. This means that an organization’s culture can be a source of competitive advantage.
Employees are more satisfied and committed to organizations with clan cultures. These results suggest that employees prefer to work in organizations that value flexibility over stability and control and those that are more concerned with satisfying employees’ needs than customer or shareholder desires.
Innovation and quality can be increased by building characteristics associated with clan, adhocracy, and market cultures into the organization. Managers may want to use a combination of all three types of culture to produce these outcomes.
An organization’s financial performance (growth in profit and growth in revenue) is not strongly related to organizational culture. Managers should not expect to increase financial performance immediately by trying to change their organization’s culture. (This is not an argument against all cultural change. Some changes in culture can improve competitive advantage, which then results in financial benefits.)
Companies with market cultures tend to have more positive organizational outcomes. Managers are encouraged to consider how they might make their cultures more market oriented.
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Organizational culture is related to measures of organizational effectiveness
Employees are more satisfied and committed to organizations with clan cultures
Innovation and quality can be increased by building characteristics associated with clan, adhocracy, and market cultures
Financial performance is not strongly related to organizational culture
Market cultures tend to have more positive organizational outcomes
Test Your OB Knowledge
Jane works in an organization where quality and efficiency are highly valued. This organization's culture is likely:
Hierarchy
Adhocracy
Goal-driven
Clan
Market
Chapter 14 | Slide ‹#›
The correct answer is (A).
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The Process of Culture Change
Four Truths About Culture Change
Chapter 14 | Slide 17
Four truths about culture change:
Leaders are the architects and developers of organizational culture. This suggests that culture is not determined by fate. It is formed and shaped by the ongoing behavior of everyone who works at a company.
Changing culture starts with targeting one of the three levels of organizational culture—observable artifacts, espoused values, and basic underlying assumptions. The fastest way to start a culture change project is through the use of observable artifacts. That said, culture will not change in a significant way unless managers are able to change basic underlying assumptions. It takes time to change this deep seated aspect of culture.
Consider how closely the current culture aligns with the organization’s vision and strategic plan. Remember the quote “culture eats strategy for breakfast” whenever you pursue culture change. It is essential that an organization’s culture is consistent with its vision and strategic goals. A vision represents a long-term goal that describes “what” an organization wants to become. A strategic plan outlines an organization’s long-term goals and the actions necessary to achieve those goals.
Use a structured approach when implementing culture change. Culture change is frequently met with resistance. This happens because people become accustomed to the culture and they prefer to leave things as they are.
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Leaders are the architects and developers of organizational change
Changing culture starts with one of the three levels of organizational culture – artifacts, espoused values, and basic underlying assumptions
Consider how closely the current change aligns with the organization’s vision and strategic plan
Use a structured approach when implementing culture change
The Process of Culture Change
Mechanisms for Creating Culture Change – Formal Statements
Using formal statements of:
Organizational philosophy
Mission
Vision
Values
Materials used for recruiting
Represent visible artifacts
Chapter 14 | Slide 18
Formal Statements. This method for embedding culture relies on using formal statements of organizational philosophy, mission, vision, values, and materials used for recruiting, selection, and socialization. They represent observable artifacts.
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The Process of Culture Change
Mechanisms for Creating Culture Change – Design of Physical Space
Physical spacing among people and buildings
Location of office furniture
Chapter 14 | Slide 19
The Design of Physical Space, Work Environments, and Buildings. Physical spacing among people and buildings and the location of office furniture are different ways to send messages about culture. For example, an open office environment is more appropriate for an organization that wants to foster collaboration.
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The Process of Culture Change
Mechanisms for Creating Culture Change – Slogans, Language, Acronyms, and Sayings
Easy to remember and easy to repeat
Chapter 14 | Slide 20
Slogans, Language, Acronyms, and Sayings. These elements of corporate culture often have a profound effect on the organization over time because they are easy to remember and repeat.
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The Process of Culture Change
Mechanisms for Creating Culture Change – Role Modeling, Training, Coaching
Chapter 14 | Slide 21
Structure training to provide an in-depth introduction about organizational values and basic underlying assumptions
Deliberate Role Modeling, Training Programs, Teaching, and Coaching by Others. Many companies structure training to provide an in-depth introduction about their organizational values’ basic underlying assumptions.
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The Process of Culture Change
Mechanisms for Creating Culture Change – Explicit Rewards, Status Symbols
Chapter 14 | Slide 22
Strong impact on employees due to its highly visible and meaningful nature
Strongest way to embed culture
Explicit Rewards, Status Symbols, and Promotion Criteria. This mechanism has a strong impact on employees due to its highly visible and meaningful nature. Reward systems are one of the strongest ways to embed organizational culture.
It is important to remember what you learned about motivation in Chapter 5 when attempting to change culture via rewards. It is essential to consider the various form of justice.
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The Process of Culture Change
Mechanisms for Creating Culture Change – Stories, Legends, or Myths
Chapter 14 | Slide 23
Powerful way to send messages about values and behaviors that are desired
Story telling is a powerful way to send messages to others about the values and behaviors that are desired by the organization.
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The Process of Culture Change
Mechanisms for Creating Culture Change – Organizational Activities and Processes
Chapter 14 | Slide 24
Leaders pay attention to those activities they can measure and control
Sends message to employees about acceptable norms
Leaders pay special attention to those activities, processes and outcomes that they can measure, and control.
This in turn sends strong messages to employees about acceptable norms and behavior.
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The Process of Culture Change
Mechanisms for Creating Culture Change – Leader Reactions to Critical Incidents
Chapter 14 | Slide 25
People learn and pay attention to emotions exhibited by leaders
Positive emotions spread
Negative emotions travel faster and further
Neuroscience research shows that people learn and pay attention to the emotions exhibited by leaders. Positive emotions spread, but negative emotions travel faster and farther.
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The Process of Culture Change
Mechanisms for Creating Culture Change – Rites and Rituals
Chapter 14 | Slide 26
Planned and unplanned activities and ceremonies
Used to celebrate important events or achievements
The power of this dimension of organizational culture is seen again and again. Rites and rituals represent the planned and unplanned activities and ceremonies that are used to celebrate important events or achievements.
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The Process of Culture Change
Mechanisms for Creating Culture Change – Workflow and Organizational Structure
Chapter 14 | Slide 27
Hierarchical structure vs. flatter organizations
Reducing the number of organizational layers is an attempt to empower employees and increase employee involvement
Hierarchical structures are more likely to embed an orientation toward control and authority than a flatter organization. This partly explains why leaders from many organizations are increasingly reducing the number of organizational layers in an attempt to empower employees and increase employee involvement.
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The Process of Culture Change
Mechanisms for Creating Culture Change – Organizational Systems and Procedures and Organizational Goals throughout Employee Lifecycle - How a Company Handles:
Chapter 14 | Slide 28
Companies are increasingly using electronic networks as a tool to promote different types of cultures.
How a company handles basic HR duties—for recruitment, selection, development, promotion, layoffs, and retirement of people—defines and perpetuates a company culture.
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Communication
Recruitment
Selection
Development
Promotion
Retirements
Layoffs
Test Your OB Knowledge
Jackson Electronics would like to change their organizational culture to more of a clan culture. Jackson should use all of the following methods EXCEPT:
Develop training programs to teach the underlying assumption of clan culture
Have leaders keep information about negative events from employees
Change the office structure to allow space for employees to collaborate and communicate
Develop group and team reward systems
Celebrate employee accomplishments and life events
Chapter 14 | Slide ‹#›
The correct answer is (B).
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The Organizational Socialization Process
What is Organizational Socialization?
The process by which a person learns the values, norms, and required behaviors which permit them to participate as a member of an organization
A three-phase model of organizational socialization:
Anticipatory socialization
Encounter
Change and acquisition
Chapter 14 | Slide 30
Organizational socialization is defined as “the process by which a person learns the values, norms, and required behaviors which permit him to participate as a member of the organization.”
This definition highlights that organizational socialization is a key mechanism used by organizations to embed their organizational cultures, particularly for new employees.
Three-phase model of organizational socialization and examines the practical application of socialization research.
The socialization process is characterized by a sequence of identifiable steps.
1. Anticipatory socialization
2. Encounter
3. Change and acquisition
Each phase has its associated perceptual and social processes. Feldman’s model also specifies behavioral and affective outcomes that can be used to judge how well an individual has been socialized. The entire three-phase sequence may take from a few weeks to a year to complete, depending on individual differences and the complexity of the situation.
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The Organizational Socialization Process
Organizational Socialization Phase 1: Anticipatory Socialization
Occurs before an individual actually joins an organization
Information learned about careers and organizations
Learned from:
Current employees
Social media
Internet
Chapter 14 | Slide 31
The anticipatory socialization phase occurs before an individual actually joins an organization.
It is represented by the information people have learned about different careers, occupations, professions, and organizations.
Anticipatory socialization information comes from many sources. An organization’s current employees are a powerful source of anticipatory socialization. So are the Internet and social media.
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The Organizational Socialization Process
Organizational Socialization Phase 1: Anticipatory Socialization
Use of a Realistic Job Preview (RJP)
Chapter 14 | Slide 32
Unrealistic expectations about the nature of the work, pay, and promotions are often formulated during Phase 1.
Because employees with unrealistic expectations are more likely to quit their jobs in the future, organizations may want to use realistic job previews. A realistic job preview (RJP) involves giving recruits a realistic idea of what lies ahead by presenting both positive and negative aspects of the job.
Research revealed that RJPs were related to higher performance and to lower attrition from the recruitment process. Results also demonstrated that RJPs lowered job applicants’ initial expectations and led to lower turnover among those applicants who were hired.
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Use of RJP
Higher Job Performance
Lower Turnover
The Organizational Socialization Process
Organizational Socialization Phase 2: Encounter
Employees come to learn what the organization is really like
Organizations use onboarding programs
Chapter 14 | Slide 33
This second phase begins when the employment contract has been signed.
During the encounter phase employees come to learn what the organization is really like. It is a time for reconciling unmet expectations and making sense of a new work environment.
Many companies use a combination of orientation and training programs to socialize employees during the encounter phase. Onboarding is one such technique. Onboarding programs help employees to integrate, assimilate, and transition to new jobs by making them familiar with corporate policies, procedures, culture, and politics and by clarifying work-role expectations and responsibilities.
There is no set way to onboard a new employee.
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The Organizational Socialization Process
Organizational Socialization Phase 3: Change and Acquisition
Chapter 14 | Slide 34
Employees master important tasks and roles and adjust to their group’s values and norms
The change and acquisition phase requires employees to master important tasks and roles and to adjust to their work group’s values and norms.
This will occur only when employees have a clear understanding about their roles and they are effectively integrated within the work unit.
Finally, success during this phase is enhanced when companies take a long-term approach toward socialization.
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The Organizational Socialization Process
Practical Application of Organizational Socialization Research
Chapter 14 | Slide 35
Effective onboarding programs result in increased retention, productivity, and rates of task completion for new hires. This reinforces the conclusion that managers should avoid a haphazard, sink-or-swim approach to organizational socialization because formalized and proactive socialization tactics positively affect new hires.
More and more organizations use socialization tactics to reinforce a culture that promotes ethical behavior. Managers are encouraged to consider how they might best set expectations regarding ethical behavior during all three phases of the socialization process.
Managers need to help new hires integrate within the organizational culture and overcome the stress associated with working in a new environment. The type of orientation program used to socialize employees affects their expectations and behavior.
Support for stage models is mixed. Although there are different stages of socialization, they are not identical in order, length, or content for all people or jobs. Managers are advised to use a contingency approach toward organizational socialization. In other words, different techniques are appropriate for different people at different times.
Managers should pay attention to the socialization of diverse employees. Research has demonstrated that diverse employees, particularly those with disabilities, experienced different socialization activities than other newcomers. In turn, these different experiences affected their long-term success and job satisfaction.
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Effective onboarding programs result in increased retention, productivity, and rates of task completion for new hires
Many organizations use socialization tactics to reinforce a culture that promotes ethical behavior
Managers need to help new hires integrate with the culture to overcome stress associated with a new environment
Support for the stage model is mixed, different techniques are appropriate for different people at different times
Mangers should pay attention to the socialization of diverse employees
Embedding Organizational Culture Through Mentoring
What is Mentoring?
The process of forming and maintaining intensive and lasting developmental relationships between a variety of developers and a junior person
Chapter 14 | Slide 36
Mentoring is defined as the process of forming and maintaining intensive and lasting developmental relationships between a variety of developers (i.e., people who provide career and psychosocial support) and a junior person (the protégé, if male; or protégée, if female).
Mentoring can serve to embed an organization’s culture when developers and the protégé/protégée work in the same organization for two reasons. First, mentoring contributes to creating a sense of oneness by promoting the acceptance of the organization’s core values throughout the organization. Second, the socialization aspect of mentoring also promotes a sense of membership.
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Embedding Organizational Culture Through Mentoring
Developmental Networks Underlying Mentoring
Chapter 14 | Slide 37
Mentoring is currently viewed as a process in which protégés and protégées seek developmental guidance from a network of people, who are referred to as developers.
Figure 14.6 presents a developmental network typology based on integrating the diversity and strength of developmental relationships.
Diversity of developmental relationships reflects the variety of people within the network an individual uses for developmental assistance. There are two subcomponents associated with network diversity: (1) the number of different people the person is networked with and (2) the various social systems from which the networked relationships stem (e.g., employer, school, family, community, professional associations, and religious affiliations). As shown in Figure 14.6, developmental relationship diversity ranges from low (few people or social systems) to high (multiple people or social systems)
Developmental relationship strength represents the quality of relationships among the individual and those involved in his or her developmental network. For example, strong ties are reflective of relationships based on frequent interactions, reciprocity, and positive affect. Weak ties, in contrast, are based more on superficial relationships. Together, the diversity and strength of developmental relationships result in four types of developmental networks (see Figure 14.6): receptive, traditional, entrepreneurial, and opportunistic. It is important that you do not ignore weak ties because they very frequently lead to job opportunities.
A receptive developmental network is composed of a few weak ties from one social system such as an employer or a professional association. The single oval around D1 and D2 in Figure 14.6 indicates two developers who come from one social system.
In contrast, a traditional network contains a few strong ties between an employee and developers that all come from one social system. An example would be your creating a strong developmental relationship with your boss and one colleague at work. An entrepreneurial network, which is the strongest type of developmental network, is made up of strong ties among several developers (D1–D4) who come from four different social systems. In this case, you would develop strong ties with your boss and one internal colleague, but you also would develop a good network with people from other organizations. Finally, an opportunistic network is associated with having weak ties with multiple developers from different social systems
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Embedding Organizational Culture Through Mentoring
Personal and Organizational Implications
Chapter 14 | Slide 38
You should foster a broad developmental network because the number and quality of your contacts will influence your career success. It’s very important to invest time in your developmental relationships.
Look to the consistency or congruence between your career goals and the type of developmental network at your disposal. This alignment has a big influence on job and career satisfaction.
A developer’s willingness to provide career and psychosocial assistance depends on the protégé/protégée’s ability and potential and the quality of the interpersonal relationship. Research also shows that the quality of the mentoring relationship is likely to be higher when the parties have common values and personality characteristics.
Become proficient at using social networking tools such as Twitter, LinkedIn, and Facebook.
Develop a mentoring plan. Experts suggest that this plan should include the following components:
• Identify and prioritize your mentoring goals. These goals should be based on a determination of what you want to learn.
• Identify people who are skilled or experienced in areas you want to improve. Don’t overlook your peers as they are a good source of functional, technical, and organizational knowledge.
• Determine how best to build a relationship with these “targeted” individuals.
• Determine how you can provide value to your mentor. Because mentoring is a two-way street, others are more likely to help you if they see some value in assisting you in the pursuit of your career goals.
• Determine when it is time to move on. Mentors are not forever. If you believe that your mentor is ineffective, or worse yet, causing more harm than benefit, find a new mentor. It’s easy to become stuck with one mentor.
Incorporate mentoring into the organization’s leadership development programs.
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Foster a broad developmental network
Need consistency or congruence between career goals and the type of developmental network
Developers provide assistance depending on the person’s ability, potential, and relationship
Become proficient at using social networking tools
Develop a mentoring plan
Incorporate mentoring into the organization’s leadership development program
Test Your OB Knowledge
All of the following are benefits of the RJP process EXCEPT:
Leads to higher job performance
Leads to lower turnover
Provides a clearer picture of actual job expectations
Employees may not accept a position after learning about the negative aspects of the job
All the above are benefits of RJP
Chapter 14 | Slide ‹#›
The correct answer is (D).
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Chapter 14 | Slide 40
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Integrative Framework for Understanding and Applying OB
Part 3: Organizational Processes
© 2016 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part.
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