Community Management And Organizations - Ways To Express Views

Questions: LINK6501. Identify the various ways that employees expressed their job dissatisfaction on the LINK6502. Shaun ONeills commitment to the LINK organization dwindled over his two years of employment. Discuss the factors that affected his organizational commitment.PFIZER1. Did Hank McKinnell handle the Medicare situation and WARN memo in an ethical manner? What would you have done if you were in Mr. McKinnells place?2. What is your opinion about how Pfizer is acting as an organizational citizen? What have they done that has shown good/inadequate social responsibility?3. What factors should have been considered in Pfizers decision to restructure their newly merged organization? Do you think they made good decisions? What would you have done differently with regard to laying off employees? Answers: LINK 650 (1). Job dissatisfaction in an organization can be expressed by four different ways. These are exit, voice, loyalty and neglect. Exit makes the employee leave the organization, voice is the constructive and active to improve the conditions, loyalty makes the employee to passively and optimistically wait for the improved conditions and neglect causes the passive worsening of the conditions. The employees of LINK 650 to express their job dissatisfaction collectively displayed all these characteristics. During the initial period of the job tenure, the employees followed the theories of organizational behavior to build up the bondage among the group members that helped them to get over the grueling work and bad weather (Week 1 Chapter 1 Slides). The characteristic of exit appeared first for the expression of job dissatisfaction when the tough supervisors of LINK 650 abused the employees and the employees decided to quit their jobs. Then arrived the characteristic of neglect where the employees faked their ailments of a backache and left the rig with paid sick leaves. Then it was the turn of voice where the employees signed the union cards for unionizing the organization. Finally, loyalty made Shaun continue his job even after the horrible work experience he had on the seas, with utter dissatisfaction for the job. (2). Organizational commitment is the process by which a member of an organization is psychologically attached to the organization. According to the theories of organizational behavior, it essentially describes the feeling of the employees towards their jobs and their commitment towards their organization (Week 1 Video 1 Making Systems Thinking Sexy). According to the models of organizational commitments, three distinct components can be attributed to the commitment of an employee towards an organization. The affective model explains the emotional attachment of an employee with the organization. During the initial joining period of Shaun in LINK 650, he was proud and enthusiastic about his selection and exhibited high levels of affection. Therefore, it was affective commitment that made him stay. Continuance model explains the commitment of the employee based on continuity that makes him believe that quitting a respectable organization will be a costly decision with unacceptable unemplo yment duration. Shaun did not leave the well-reputed organization LINK 650 and continued to work based on his knowledge of organizational behavior as this might cost him a hard-earned job with the risk of unemployment. The normative model makes the employee stay back with the organization by feeling obligated and believing that it is correct way to do. Shaun was taught in his class of organizational behavior that he must continue to give his best irrespective of the tough situation, which kept him committed to his organization for two years of employment. Pfizer (1). WARN (Worker Adjustment and Retraining Notification Act) provides protection to the employees along with their families and the entire community by making the employers provide an advanced notice of 60 days prior to closing the plants and covering the mass layoffs (Collins). The Medicaid laws are designed to reduce the costs of the prescription drugs to provide the beneficiaries with cheaper medications, especially in the economically weaker zone. Mr. McKinnell stated that he was willing to resolve the budget problem of Michigan. However, he stated as well that removal of the Medicaid policies would leverage the local jobs. This was not at all ethical and it was completely a corporate decision. Had I been in place of Mr. McKinnell, I would have arranged for increasing the business development and manufacturing of Pfizer in economically weaker zone of Kalamazoo, which would have boosted up the economical status of the dwellers, without terminating their jobs (Week 1 Video 2 Creating High Performance Workplaces). (2). The officials from Pfizer stated that their decision to base the two global centers of manufacturing and drug safety in the area of Kalamazoo indicated good organizational citizenship and strong local commitment. According to me, Pfizer did not act as an organizational citizen as it intended to break up the world class operational facilities at Kalamazoo rather than keeping it together and ignored the skills of the people (Week 2 Chapter 2 Slides). The estimation of the employees to be terminated from their jobs was supposed to be approximately 2000 in the area of Kalamazoo. Moreover, they decided to halt or move the research and development facility that was once the most effective in the industry. These factors collectively pulled down the economic stability of Kalamazoo as Michigan was already facing budgetary issues and Pfizer only added to its problems, rather than solving it. The existing manufacturing site was also in a vulnerable state and therefore, I can conclude that Pfi zer did not show adequate social responsibility by increasing the financial burden of Kalamazoo. (3). The merging of a smaller organization with a larger organization needs to focus on the welfare of the employees, as they are the ones who are the driving force of an organization. Pharmacia was a much smaller organization when compared to Pfizer and therefore the existing employees of Pharmacia had bigger expectations of development. However, in contrast to this theory, Pfizer initiated the deal with an announcement for cost savings of $2.5 billion that might hit the employees and the operations. This was not a very good decision and they should have cared for the poor people of Kalamazoo, who were much dependent on the earnings from Pharmacia. I would have certainly not promoted this idea of closure of operations and termination of jobs, as it hits the working force of an organization at the most. I would have planned for newer investments as this could be beneficial for the business, as well as the people involved (Week 5 Video 2 Expectancy Theory).