CU-MA-PSY-SEM-I-Organizational Psychology - Second Draft-converted

Future growth plans: Staffing is also affected by the future growth plans of the organization. If the organization wants to grow and expand then it will need many talented people. In order to grow and expand, the organization must select experts and give them continuous training and development. Technology used: Staffing may also be affected by the technology used by the organization. If the organization uses modern technologies, then it is essential have a continuous training programs in order to update the technical knowledge of their staff. Support from top management: Staffing is also affected by the support from top management. If the higher ups give full support to it then the organization can have scientific selection procedures, scientific promotion and transfer policies, continuous training programs, career development programs, etc. Image of organization: Staffing is also affected by the image of the organization in the job market. If it has a good image, then staffing will attract the best employees and managers. An organization earns a good image only if it maintains good staffing policies and practices. This includes job security, training and development, promotion, good working environment, work culture, etc. The external factors affecting staffing: Labour laws: Labour Laws of the government also affect the staffing policy of the organization. For e.g. The organization has to support ‘Social equality and upliftment’ policies of the government by giving job reservations to candidates coming from depressed classes like scheduled castes (SC), scheduled tribes (ST), other backward classes (OBC), etc., and even to those who are physically handicapped (PH). It is mandatory for an organization not to recruit children in their workforce and stop child labour. The provisions of ‘Minimum Wages Act’ guide an organization to fix minimum salaries of employees and stop their economic exploitation. 201 CU IDOL SELF LEARNING MATERIAL (SLM)

Pressure from socio-political groups: Staffing is also affected by activities of socio-political groups and parties. These groups and parties are likely to put pressure on the organization to grant jobs only to local people. The concept of ‘Sons of Soil’ is becoming popular in India. Competition: In India, there is a huge demand for highly qualified and experienced staff. This has given rise to in competition between different organizations to attract and employ efficient staff. Organizations often change their staffing policies. They offer attractive salaries and other job benefits in order to include the best minds in their workforce. Educational standards: Staffing is affected by the educational standards of a geographical area. If the educational standard of a place is very high, then the organization will only select qualified and experienced staff for all job positions. For e.g. Some I.T. companies in India, prefer only skilled candidates with computer or I.T. Engineering degree for the post of Software Developer. Other external factors: Staffing is also affected by other external factors such as trade unions, social attitude towards work, etc. 12.5 FAIR EMPLOYMENT PRACTICES Employee selection programs must follow the regulations of the Equal Employment Opportunity Commission (EEOC). They were established in 1972, along with the provisions of the 1964 and 1991 Civil Rights Acts. All job applicants, regardless of race, religion, gender, or nation, are to be guaranteed equal opportunities in seeking and maintaining employment. Discrimination in hiring is unethical, immoral, and illegal. Although discrimination has reduced over the past few decades, examples of prejudice and discrimination can still be found at the workplace. Adverse Impact on Minority Groups When a minority group is treated badly as compare to a majority group, they are target of adverse impact in the selection process. If a company had 100 white and 100 black applicants and it hired 80 white and only 20 black applicants, this could be challenged in court for different rejection rates for minority and majority groups. When the selection rate for a minority group is 202 CU IDOL SELF LEARNING MATERIAL (SLM)

less than 80% of the selection rate of majority group, it is evidence of adverse impact. Such actions can be challenged in the court. Reverse Discrimination To meet the federal guidelines, an organization may increase the selection of minority group and deny equal opportunities to majority group; this is called as reverse discrimination. It occurred in graduate and professional schools, where some White applicants who scored higher were denied admission and minority applicants with lower score were admitted. Equal opportunity programs can stigmatize the persons hired or promoted. Those dissatisfied employees, employers, and political leaders, who believe that unqualified people are hired based on minority status, go against the Equal Opportunity Program. Increasing Diversity at Work Today most organizations, especially fortune 100 companies, show photographs of women, ethnic and racial minorities in their selection campaigns to attract a diverse workforce (applicants) and show their company's commitment to diversity. However, full acceptance of women and minority employees in many workplaces is yet to be achieved. Other Targets of Discrimination In an organization various groups can become target of discrimination. Discrimination against Older Workers: Most employers prefer young workers. But research by I-O psychologists have consistently found that compared to young workers, older workers are often • More productive • Have lower absenteeism and turnover rate • Do not suffer from poorer health • Do not lack activities • Do not have declining mental abilities 203 CU IDOL SELF LEARNING MATERIAL (SLM)

• They are good organizational citizens • Show less drug use, tardiness, and aggression • They are better able to control their emotions on the job (Ng & Feldman, 2008). Discrimination against Workers with Disabilities Disabled persons have the highest unemployment. Only 1/3 of all disabled people have full time jobs. The Vocational Rehabilitation Act of 1973 made it mandatory for organizations to recruit, hire and promote qualified disabled persons. The 1990 Americans with Disabilities Act (ADA) prohibits discriminating against qualified individuals with disabilities in job application, compensation, job training, and other conditions of employment. By providing such special accommodation to disable employees, other employees may believe that they have to work harder because the disabled employee is working for less. Findings by I-O Psychologists: • Disabled employees perform as well as or better than enabled employees. • Companies like DuPont, 3M, McDonnell Douglas, McDonald's and Mariotte routinely hire disabled employees and employees with mild to moderate cognitive impairments. • Less than 20% of mentally disables have job and the kind of jobs they have are janitor, gardener, grocery store clerk etc. Discrimination against Female Worker Women still face discrimination at jobs which are traditionally considered as male job and they are still paid lesser than men for the similar kind of work. Studies: Pregnant job seekers face greater overt hostility and discrimination than non-pregnant women. There was more hostility found when pregnant women applied for masculine job and less at traditionally feminine jobs. More bias was found in job selection against women who were mothers. Discrimination Based on Sexual Orientation No Federal Civil Rights legislation protects gay man and lesbian women from workplace discrimination. Some states include sexual orientation among the protected categories in their 204 CU IDOL SELF LEARNING MATERIAL (SLM)

civil rights. Companies like AT&T, Xerox, Lockheed and Levi Strauss’s sponsor support groups for their gay employees. IBM and Citigroup offer standard fringe benefits to partners of employees in same - sex relationship. Research found that gays and lesbians who believed that their work environment allows them to publicly acknowledge their sexual identity, received favourable reactions from co-workers and fair treatment from supervisor were high in job satisfaction and low in anxiety. Discrimination Based on Physical Attractiveness Many people believe that physical attractive persons have more desirable personal and social traits such as sociability, dominance, and are mentally healthier. Hiring decisions in companies are influence by physical attraction of the applicants. However, it has decreased over the past few decades. Studies have found that height of an employee correlate with rating they receive on job performance, leader emergence and income. Studies have also discovered that salesperson at a retail shop smiles less, gives less eye contact, is less friendly, interacts less and is less polite towards obese customers. 12.6 SUMMARY • Personnel Selection is the methodical placement of individuals into jobs. Its impact on the organization is realized when employees achieve years or decades of service to the employer. • The process of selection follows a methodology to collect information about an individual in order to determine if that individual should be employed. The methodology used should not violate any laws regarding personnel selection. • Selecting personnel refers to the process used for hiring individuals from the pool of job applicants that have the required qualifications, knowledge, skills and competence to fill the vacant positions in the organization. • The process of selecting the right personnel is the tool that management applies in order to differentiate between applicants who are qualified and those who are unqualified by employing different techniques. 205 CU IDOL SELF LEARNING MATERIAL (SLM)

• Selection is seen as a negative process of employment because the applicants who qualify are only offered employment and the unqualified applicants are denied the opportunity. • The aim of the selection process should be to choose the most suitable candidate whose contributions will be most valuable for the organization. 12.7 KEY WORDS • Personal Traits: The characteristics of the employee like leadership quality, ability to produce innovative ideas, ability to make the decision in the complex situations. • Objective Performance Appraisal: Measurement of employee’s activities regarding the particular job or the use of personnel data such as absenteeism & advancement. • Subjective Performance Appraisal: To determine the performance of employee; often judgment about an employee id collected from a wide variety of source & combined together. • Recruitment: Recruitment is a process to discover the sources of man-power to meet the requirement of the staffing schedule & to employ effective measures for attracting that manpower in adequate numbers to facilitate effective selection of effective personal. 12.8LEARNING ACTIVITY 1. How does our behaviour and personality influence our decisions? ______________________________________________________________________________ _________________________________________________________________ 2. Emotions have a great impact on decision making. What is the best state of mind for taking crucial decisions? ______________________________________________________________________________ _________________________________________________________________ 206 CU IDOL SELF LEARNING MATERIAL (SLM)

12.9 UNIT END QUESTIONS A. Descriptive Questions Short Questions 1. Define personnel decision. 2. What does you mean by racial discrimination. 3. Define organizational behaviour. 4. Name any two internal factors affecting staff selection. 5. Name any two external factors affecting staff selection. Long Questions 1. What is the impact of personnel decisions on staff. 2. Write a note on selection practices. 3. What are the internal factors affecting staff selection? 4. What are the external factors affecting staff selection? 5. Write a note on fair employee practices. B. Multiple Choice Questions 207 1. The selection of best alternative from May alternative is known as_________. a. Selection b. Decision making CU IDOL SELF LEARNING MATERIAL (SLM)

c. Organizing 208 d. Budgeting 2. Deal with routing and repetitive problems is a____________. a. Programmed decision b. Non- programmed decision c. Major decision d. Minor decision 3. Non- programmed decision is also known as __________. a. Routine decision b. Structured decision c. Strategic decision d. Operative decision 4. The decision which has long term impact on business is_______. a. Programmed decision b. Non-programmed decision c. Individual decision CU IDOL SELF LEARNING MATERIAL (SLM)

d. Non- economic decision 5. The decision which relates to day- today operation of an organization is known as___. a. Major decision b. Organizational decision. c. Personal decision d. Operative decision Answer 1 - b, 2 - a 3 - c, 4 - b, 5 – d 12.10 REFERENCES Textbooks • Luthans, F. (1986). Organizational Behaviour. New York: McGraw Hill. • Davis, K. (1981). Human Behaviour at Work New Delhi: Tata McGraw Hill. • Ganguli, H.C. (1964). Structure and Processes of Organization. Bombay: Asia Publishing. Reference Books • Gibson, J.L., Ivancevich, J.M. &Bomnally, J.H. (1976). Organizations: Structure, Processes, Behaviour. Dollas: Business Pub. • Nilakant, V. &Ramnarayan, S. (2008). Managing Organizational Change. New Delhi: Sage Publications. • Ramnarayan, S., Rao, T.V. & Singh, K. (Eds.) (2009). Organizational Development. New Delhi: Sage Publications. • Aquinas P.G (2007) Management Principles and Practices, Bharathiyar University. 209 CU IDOL SELF LEARNING MATERIAL (SLM)

• Ahmed Abad, (1972). \"Management and Organization Development\", Rachna Prakashan, New Delhi. • Arnold and Feidman, \"Organizational Behaviour\", McGraw Hill International, New York. • Aswathappa, K. (2005). Human Resource and Personnel Management – Text and Cases, 4th ed, New Delhi, Tata McGraw-Hill Publishing Co. Ltd. • Muchinsky, P.M. (2003). Psychology Applied to Work. (7th ed.). Wadsworth/ Thomson Learning • Schultz, D., & Schultz, S. E. (2010). Psychology and Work Today. (10th ed.). Pearson Prentice Hall 210 CU IDOL SELF LEARNING MATERIAL (SLM)

UNIT –13 RELEVANCE OF EMPLOYEES IN DECISION MAKING Structure 13.0 Learning Objectives 13.1 Introduction 13.2 Significance of Decision Making 13.3 Benefits of Involving Employees in Decision Making 13.4 Involving Staff in Decision Making 13.5 Summary 13.6 Keywords 13.7 Learning Activity 13.8 Unit End Questions 13.9 References 13.0 LEARNING OBJECTIVES After studying this unit, you will be able to, • Describe the role of employees in decision making • Elaborate on the importance of employees in decision making 13.1 INTRODUCTION Decision making is the process of choosing actions that are directed towards the resolution. It can be defined as \"the selection from among alternatives of a course of action: it is at the core of planning\". The decision-making process can be carried out either by individuals acting alone or by groups. There are several models and theories which are developed to explain decision making and how effectively you can decide. Decision making is a process of selection from a set of alternative courses of action which is thought to fulfil the objectives of the decision problem more satisfactorily than others. Decision 211 CU IDOL SELF LEARNING MATERIAL (SLM)

making is an essential part of every function of management. In the words of Peter F. Drucker, \"Whatever a manager does, he does through decision making.\" When we talk of teachers it can be seen that a teacher is continuously involved in decision making whether it is regarding school activities or related student-cantered activities etc. Knowingly or unknowingly a teacher is always at decision making. Decision making involves thinking and deciding before doing and so is inherent in every activity. That is the reason decision making is often called the \"essence\" of managing. No one can survive without effective decision making. Some of the decisions may be of a routine type and repetitive in nature and some may be strategic in nature which may require a lot of systematic and scientific analysis. In the educational sector, a teacher is always a decision make Teachers are expected to make decisions that affect the growth and development of the students in their care 13.2 SIGNIFICANCE OF DECISION MAKING Decision making is important for organizational effectiveness because of its central role in the overall process of directing and controlling the behaviour of organizational members. Decisions are made that cover the setting of goals, strategic planning, organizational design, personnel actions, and individual and group actions. Besides its organizational effect, however, decision making also has an individual effect. The quality of a decision has a bearing on his or her professional success and sense of satisfaction. So, studying decision making is important from both an organizational and an individual perspective. Another major reason for studying decisions is to enable us to make better quality decisions than we do presently. This point must be emphasized strongly because the quality of our decisions is often much poorer than we realize. Selective perception tends to bias the information we use in making decisions and our attitudes and values influence how we interpret that information. Drives for consistency lead to oversimplified interpretations. Our willingness to attribute positive outcomes to ourselves. (e.g., taking credit for good decisions) and to attribute negative outcomes to forces outside our control makes us remember 212 CU IDOL SELF LEARNING MATERIAL (SLM)

the results of decisions in a personally favourable light. All these forces degrade our decisions. And at the same time, limit our understanding of the decision-making problem, besides being unaware of our human limitations in the decision-making process, we are often unaware of the methods that can be used to increase our decision effectiveness. Very little training that emphasizes the actual decision-making process is available either inside or outside organizations. In most cases experience is our guide and while experience can be a good teacher, it can be misleading as well. In many cases we may learn the wrong way to do something or we may obtain information that is actually irrelevant for the quality of the decision. In order to increase our effectiveness in decision making, we must first understand the decision-making process. Decision making and planning are deeply interlinked. The determination of objectives, policies, programmes, strategies, etc. involves decision making. The most outstanding quality of a teacher to be successful is his/ her ability to make sound decisions, A teacher may be in a situation where he/she has to make up his/ her mind quickly on certain matters, it is not correct to say that he/she has to make proper use of the moment decisions all the time, while taking many decisions, he/she gets enough time for careful fact finding, analysis of alternatives and choice of the best alternative. Decision making is a human process. When a teacher decides, he/she chooses a course which he/she thinks is the best. 13.3 BENEFITS OF INVOVLING EMPLOYEES IN DECISION MAKING Decision making is one of the toughest parts of running a business. But it is the ability to make decisions that makes one feel like the ‘owner’, making it hard to do away with authority. However, experts say that at times it is important and often mandatory to engage employees in the decision-making process. 1. Improves morale. Getting employees involved in decision making is a sure shot way of making them feel important and boosting their morale. Low morale causes disengagement which results in high absenteeism and low productivity levels. According to a survey by The Gallup Organization, around 22 million employees are disengaged in their work, causing a loss of £292 billion per year. Since 213 CU IDOL SELF LEARNING MATERIAL (SLM)

high morale is influenced from top to down, the higher management has to do something about it, and giving employees a sense of power is a pretty good way to go about it. Actively engaging workers in the decision-making process increases overall company morale. Many companies have a distinct separation of power between management and workers; however, active employee involvement lowers that gap, opening the lines of communication between supervisors and employees. As a functioning participant in the decision-making process, employees understand their ideas are an important contribution to the company, and gives them the power to influence the outcome of their work, leading to increased job satisfaction and a positive attitude, not only toward their position but also to the company itself. 2. More inputs. The more brains working together, the more solutions you have. If you have a staff of 10, you will have 10 or more solutions from your employees, and you can easily pick the one out of them. We all have our own strengths and weaknesses. You cannot think the way your employees do, and as a result you might not have ideas that your employees might have, listening to them will open new doors for you. Other than this, the company would get to know about its employees’ strengths and weaknesses, and also their needs. You would get their feedback which you can use to change policies and improve work environment. Using employees in the decision-making process, rather than outsourcing, saves money, time and offers the company long-term reliable assistance from those who know the corporation well. Hiring an outside consulting firm is expensive and can take up valuable resources in fees and the time spent updating outside consultants in various aspects of the company. However, employees are already aware of these processes, offer insightful knowledge of the company needs, and understand the policies of the company overall. 3. Teamwork. 214 CU IDOL SELF LEARNING MATERIAL (SLM)

Working together in groups and coming up with a solution will help improve relationships. Graeme Donnelly, CEO at Quality Formations, the leading company formation agents says, “We encourage our employees to work in groups and take decisions collectively. It teaches them to be responsible and understand that at the end of the day they’re all working for one common goal.” This will also eradicate the blame game. When people work in teams and take a collective decision, they cannot blame the top management for the outcome. As a result, the overall working atmosphere is friendly. Participation in the decision-making process gives each employee the opportunity to voice their opinions, and to share their knowledge with others. While this improves the relationship between manager and employee, it also encourages a strong sense of teamwork among workers. The expression of viewpoints opens dialogue between co-workers, with each worker bringing their individual strengths to a project. It is also a good way to gather information about the employees as to how they work in a team environment, and where training may be necessary, all of which leads to an increase in effectiveness, and ultimately an increase in good teamwork and performance. 4. More Responsibility Employees will feel more responsible when they have a say in a decision. Think of this situation, you run a poll asking employees to suggest if they should be allowed to work longer shifts to have an extra day off. If more people choose ‘longer shifts’ they will be willing to put in extra hours since they will feel responsible for it, compared to the management announcing the change in policy without listening to what the employees have to say. In such a scenario, even a large portion of employees who would have voted in favour in case of a poll would feel dejected since the decision would look forced. When employees are involved in making decisions, they gain a professional and personal stake in the organization and its overall success. This commitment leads to increased productivity as 215 CU IDOL SELF LEARNING MATERIAL (SLM)

employees are actively participating in various aspects of the company and wish to see their efforts succeed overall. This is not only beneficial to company growth but is also on-the-job training for workers. The increase in responsibility expands employee skill sets, preparing them for additional responsibility in the future. 5. More Time in Hand You will have more time in hand to concentrate on other tasks when you have employees take decisions on your behalf. Decision making can be a tough process. It involves taking care of a lot of things, most importantly your employees’ reaction, especially when a decision concerns them. Conversely, when you have employees taking decisions, you do not have to do the homework or worry about what they would have to say on it. You are getting them involved in the process, and the end result is you have more time to spend on other activities. 6. Improves Workplace Relationships Participation in the decision-making process gives each employee the opportunity to voice their opinions, and to share their knowledge with others. While this improves the relationship between manager and employee, it also encourages a strong sense of teamwork among workers. The expression of viewpoints opens dialogue between co-workers, with each worker bringing their individual strengths to a project. It is also a good way to gather information about the employees as to how they work in a team environment, and where training may be necessary, all of which leads to an increase in effectiveness, and ultimately an increase in good teamwork and performance. 13.4 INVOLVING STAFF IN DECISION MAKING The employers can’t simply hope employees will give them their opinions. Organizations must actively seek their advice. Below are three ways in which one can let employees help organizations make decisions. Suggestion Box 216 CU IDOL SELF LEARNING MATERIAL (SLM)

Gathering good ideas is considered as the first step to the process of making good decisions. Organizations can create a system where employees can give their suggestion. Creating such a system for employees encourages them to give their suggestions. This could be a physical suggestion box. Or, it could be in the form of having a digital alternative, such as a designated email or online form. If a suggestion box already exists, make sure someone is designated to regularly check it. Letting it go unopened for long periods of time make the exercise redundant. Organizations can create a routine of checking it. This helps in making timely decisions. When employees provide suggestions, respond to them. Tell them how you will use their ideas. If the idea isn’t right at the time, make a note of it. Tell the employee that you appreciate their idea and explain why you aren’t using it. Be careful about rejecting all employee ideas. If employees notice that you never act on their ideas, they may quit submitting them. Employee Surveys Conducting regular surveys among employees help organizations to get their feedback. Employers can use a paper or electronic survey. The surveys can help organizations learn opinions, ideas, and level of satisfaction of employees. When determining how to do a performance review, make sure to include a short employee survey. After giving employees feedback, ask them to give feedback in return. Their responses can help organizations make decisions that will help them business and their positions improve. Once employers receive the feedback, they can use the results to take steps to improve their business. It is essential to look for common complaints and ideas. One can pull employees who had ideas or felt strongly about something and ask them for more details. Find out what changes they would make to improve the business. Leadership Teams Organizations might set up leadership teams, or committees, at their business. The people on these teams don’t have to be managers. The teams can comprise any employees. 217 CU IDOL SELF LEARNING MATERIAL (SLM)

The leadership teams might have a general focus on your business. Or, they can create specific teams. For example, they might have a team that focuses on marketing decisions and another team that focuses on developing your products or services. The teams should regularly meet to generate ideas and make decisions. Or, they might set up a communication channel for ongoing conversation. Committee members should feel free to give input about upcoming decisions. 13.5 SUMMARY • The solid foundation of any successful company is its people. Employees bring with them an abundant source of knowledge, ideas and skills. however, most often these resources remain untapped. • Involving employees in the decision-making process empowers them to contribute to the success of an organization. This process also saves the company time and money in increased productivity and reduced outsourcing. • When we talk about getting employees involved in the decision-making process, we do not mean to invest all the authority into your employees. It means to hear their opinions and to consider them while taking a decision. They only have a say in the decision and cannot decide for themselves. • In addition to this, employees do not have to get involved in all kind of decisions. Ideally, they should have a say in decisions that directly or indirectly impact them. • These include policy and contractual changes. Other than this, employees should be heard when it comes to creative work, since you need more brains to come up with a solution. • However, the whole process can be tricky. When you ask people for opinions, they want to be heard and see their solutions implemented. And if this does not happen, they may feel dejected. • Managers have to handle such situations with care and ensure that employees do not feel ignored even if their suggestions are not fully considered. This can be done by talking to them and highlighting how company’s decision was in everyone’s benefits. 218 CU IDOL SELF LEARNING MATERIAL (SLM)

• The keyword here is communication, if employees are communicated the reasoning neatly, they will not feel low. 13.6 KEYWORDS • Action learning: Learning focused on outcomes and the future conditions that should have been foreseeable and that produced these outcomes. • Action: Committing resources, usually following a choice. • Actor learning: Determining the accuracy of information offered by experts in a decision process, such as the likelihood of a future condition (interest rates) and forming by what has been obtained by the typical experts. • Strategic Decision-making: As different from programmed, routine decisions, strategic decisions tend to be relatively infrequent, not repetitive, involve the commitment of considerable resources (capital), and have long-time horizons with significant levels of uncertainty. • Structured Decision: It is any standard or repetitive decision situation for which solution techniques are already available. It is also sometimes called routine or programmed decisions • Unstructured Decisions: This type of decision situation is complex, and no standard solutions exist for resolving the situation. 13.7 LEARNING ACTIVITY 1. Give an example where employee behaviour influenced policy decision? ______________________________________________________________________________ _________________________________________________________________ 2. According to you, financial or non-financial decisions are crucial for an organization? ______________________________________________________________________________ _________________________________________________________________ 219 CU IDOL SELF LEARNING MATERIAL (SLM)

13.8 UNIT END QUESTIONS A. Descriptive Questions Short Questions 1. How does involving employees in decision making boast morale? 2. How does involving employees in decision making improve teamwork? 3. Name two ways of involving employees in decision making. 4. What are employee surveys? 5. What is a suggestion box? Long Questions 1. Explain the importance of corporate decisions. 2. What is the impact of organizational decisions on employees? 3. What are the benefits of involving staff in decision making? 4. What is the role of staff in decision making? 5. Explain the ways in which staff can be involved in decision making. B. Multiple Choice Questions 1. Which of the following questions is illegal to ask in a job interview in the United States? a. Which university did you attend? b. Which state where you born in? 220 CU IDOL SELF LEARNING MATERIAL (SLM)

c. Do you have a commercial driver’s license? d. What salary would you expect for this position? 2. Which of the following items is not a part of KSAs? a. aspiration b. knowledge c. skill d. other abilities 3. Who is responsible for enforcing federal laws that make it illegal to discriminate against a job applicant? a. Americans with Disabilities Act b. Supreme Court of the United States c. U.S. Equal Employment Opportunity Commission d. Society for Industrial and Organizational Psychology 4. Which is not a job-related factor affecting job satisfaction? a. financial rewards b. work meaningfulness c. autonomy d. personality 221 CU IDOL SELF LEARNING MATERIAL (SLM)

5. What is the name for what occurs when a supervisor offers a work-related reward in exchange for a sexual favour? a. hiring bias b. quid pro quo c. hostile work environment d. immutable characteristics Answer 1- b, 2- a, 3- c, 4- d, 5- b 13.9 REFERENCES Textbooks • Luthans, F. (1986). Organizational Behaviour. New York: McGraw Hill. • Davis, K. (1981). Human Behaviour at Work New Delhi: Tata McGraw Hill. • Ganguli, H.C. (1964). Structure and Processes of Organization. Bombay: Asia Publishing. Reference Books • Gibson, J.L., Ivancevich, J.M. &Bomnally, J.H. (1976). Organizations: Structure, Processes, Behaviour. Dollas: Business Pub. • Nilakant, V. &Ramnarayan, S. (2008). Managing Organizational Change. New Delhi: Sage Publications. • Ramnarayan, S., Rao, T.V. & Singh, K. (Eds.) (2009). Organizational Development. New Delhi: Sage Publications. • Aquinas P.G (2007) Management Principles and Practices, Bharathiyar University. • Ahmed Abad, (1972). \"Management and Organization Development\", Rachna Prakashan, New Delhi. 222 CU IDOL SELF LEARNING MATERIAL (SLM)

• Arnold and Feidman, \"Organizational Behaviour\", McGraw Hill International, New York. 223 CU IDOL SELF LEARNING MATERIAL (SLM)

STANDARD CRITERIA FOR DECISION MAKING Introduction When our society faces severe economic crisis, organizations Organizations and people working in those organization take several decisions on a regular basis. These decisions impact the course of operations and the future of the organization and its employees. In an organization people work at different levels of organizational structure. Hence people make decisions based on their roles and capacities. Some of the decisions made impact a small team. Some decisions are made for a larger group of people. There can be decisions that determine the fate of the entire organization. The impact of the decisions can be determined by several factors. Some of them include the position and the authority of the person taking the decision; the scope of the decision taken; your position with respect to the decision maker and your perception of the decision. 224 CU IDOL SELF LEARNING MATERIAL (SLM)