Orgazational Behavoir Organizational Behavior Organizational Essay

Length: 8 pages Sources: 1 Subject: Business - Management Type: Essay Paper: #2598564 Related Topics: Behavior, Teamwork, Mcdonalds, Organisational Culture
Excerpt from Essay :

Accordingly, a McDonald's restaurant team is successively inter-reliant (Daft, 2008). Deprived of everyone working in unison and having adequate inspiration to deliver respectable and rapid good service, all members of the team usually fail. Consequently of one person losing inspiration or flopping to sufficiently achieve his duties, clients can protest and business can fail and be lost. Although most workers are trained to achieve multiple errands at numerous stations, they are not typically able to achieve all of these responsibilities concurrently.

Literature Review

Organizational justice which is really based on equity theory] and organizational citizenship behavior [OCB] have now really finally come into a worldwide business and cross-cultural research point-of-view. The investigation of these two theoretical frameworks really has unraveled over the past couple of years. From Adams' (Northouse, 2007) the equity theory has evolved into the idea of organizational justice and from Bateman and Organ progressed the idea of organizational citizenship behavior. A lot of Multinational corporations have continued to go after worldwide diversity. This fresh drift places a real demand on research to service business in making fresh competitive benefits (Northouse, 2007). Thus, clarifying theories that are solid such as evenhandedness, organizational fairness, and OCB in a cross-cultural atmosphere is very timely and vital. Researchers at in this part of the stage will clarify how these ideas will link to each other and assist in addressing the vocation gratification - presentation hypothesis.

Equity theory in its elementary procedure predicts that people on their jobs are really motivated by the awareness of unfairness. The theory mentions that women and men are in a repeated and never ending state of social contrast with a referent collection of people. Adam's traditional theory makes the assumption that replies to injustices is more self-motivated in procedure and involve a need to lessen that level of suffering or disagreement that is created by the unbalanced state. Persons always measure their apparent "inputs" and their "outcomes" as a ratio in contrast to a referent person (Northouse, 2007).

Adams describes the "inputs" in social trade as potentials and characteristics that an individual possesses such as age, superiority, social status, academics, effort, aptitude or skill, etc. The "results " are described as items or freedoms that are received in social trade such as recompenses, money, increased status,


It is vital to understand that unfairness produces two dissimilar social performances. Here is an unsophisticated example (Northouse, 2007). If a person observes inequity because their "inputs" far surpassed his or her "results " or vice-versa, one may imagine that guilt or anger will follow.

Houseman et al. Had introduced a new viewpoint to equity theory with the idea of equity as a query of sensitivity. In the early 1800s, there were a lot studies that involved factors of fairness and organizational justice which had led to contradictory findings. In order to look at this issue, Houseman had come up with the construct of equity sensitivity. One can see this as a logical step forward from the type of research Greenburg conducted with "The Protestant Ethic," where he has made the discovery that Protestants were not that sensitive to the usual idea of equity theory. Houseman also hypothesized that people had come to terms with equity in one of three different ways. The three kinds of people are evenhandedness sensitive, compassionate, and entitled. These three forms of people had to deal with fairness in different behaviors.

First, fairness sensitive individuals usually follow the old-style equity theory model of behavior and comprehend equity in the old-style contributions / result ratio with a referent group. Either type of inequity therefore motivates equity sensitive people in that they are usually inspired to balance the social trade. Irrespective of equity sensitive individual's efforts had exceeded the outcomes or the other way around, they are still very easily motivated to action. Second, benevolent people are normally those types of individuals that feel fairness only when their inputs have really exceeded their consequences as it associates to the referent other. People can easily comprehend that these people as individuals who regardless of all their labors and other contributions appear to go unnoticed or unrewarding. The third and closing group deliberated by Huseman et al. was titled individuals. The entitled people are the ones that have a sense of equity only when their results exceed their contributions.

The classic example of this individual is that of someone who seems to be rewarded more than what is deserved. In reference to the border culture and the Mexican culture, one may ask whether this area contains a higher percentage of benevolent individuals that may see the system under which they live as "just the way things are." Thus, benevolent individuals may simply accept their lot in life and continually produce far more inputs than the received outcomes.


McDonald's is a multinational company, which is observed as a lot of various things to numerous people. Some persons observe McDonald's as a well-brought-up, fast and cheap meal. Other people may see the organization chain as a low worth restaurant that pays uneducated and inexpert people. Nonetheless, McDonald's has a happy corporate persona that prides itself on excellence and purity, as well as good service and good food. In terms of leadership, McDonald's gives out a strong corporate attempt to make good leaders.

Works Cited

Corporation, M., 2009. Corporate. [Online]

Available at:

[Accessed 7 February 2012].

Daft, R.L., 2008. The Leadership…

Sources Used in Documents:

Works Cited

Corporation, M., 2009. Corporate. [Online]

Available at:

[Accessed 7 February 2012].

Daft, R.L., 2008. The Leadership Experience.. Mason-Ohio: s.n.

Cite this Document:

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"Orgazational Behavoir Organizational Behavior Organizational", 08 February 2012, Accessed.14 June. 2021,

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