Advanced Organizational Behavior: Workplace Ethics and HR Issues

This homework assignment delves into the detrimental effects of the 24-hour workplace, evaluating its impact on employee health, work-life balance, and overall wellbeing. The student addresses five key questions based on the provided case study, "The 24-Hour Workplace Is Harmful." The answers cover the downsides of a 24-hour work environment, the ethical implications of such practices, and the role of employers in promoting employee wellbeing. The assignment analyzes how HR managers can identify and resolve issues using a rational decision-making model, including the use of surveys and alternative strategies. It also identifies and explains cognitive biases like confirmation bias, authority bias, framing bias, and action bias, which can affect decision-making. Finally, the assignment recommends practical activities for organizations to improve work-life balance, such as flexible leave policies and fostering a healthy work environment. The student utilizes research and provides citations to support their arguments.

Running head: ADVANCED ORGANIZATIONAL BEHAVIOR
ADVANCED ORGANIZATIONAL BEHAVIOR
Name of the student
Name of the university
Author note

1ADVANCED ORGANIZATIONAL BEHAVIOR
Answer to question 1
The 24- hour workplace is not the most ideal work environment, as it would impose
excessive pressure on the employees resulting to diminished physical and mental health
conditions. Again, the recreational needs of the employees or the workforce is an important
consideration that might be made by organizations while developing policies based on the 24-
Hours workplace systems. The proactive approach of an individual and clarity of communication
are the essential virtues and attributes that might be observed in a person looking forward to stay
connected (Russo, Shteigman & Carmeli, 2016). The person or individual might be taken as an
exemplary of an engaged employee who is motivated towards engaging oneself with the work
processes and is satisfied with the job role. However, the person might be more likely to show a
counterproductive work behavior due to the diminishing motivation or the lack of recreational,
affecting the physical and mental aspects of the person.
Answer to question 2
Employers that encourage 24-hour workplace does not portray good ethics and corporate
social responsibility as the need for mental and physical wellbeing of the employees are
compromised through the activities. It has been observed that the people are often affected
through the continuous pressure from their work, lacking work- life balance, which must be
regarded by every employer. In this connection, I insist on persuading “the right thing” as a core
value of managing the workforce. The assessment of the recreational needs of the employees and
the needs of balancing their work with their everyday life is an important consideration that must
be made with the purpose of adhering to the ethical grounds.

2ADVANCED ORGANIZATIONAL BEHAVIOR
Answer to question 3
The proactive implementation of the rational decision making model would act as a step
towards identifying and resolving the HR issues. In this connection, the HR manager is advised
to conduct staff surveys among the organization with the purpose of identifying the issues. On
the next step, the HR manager might take the initiative of analyzing the concerns that are being
encountered by the employees while operating in the 24-hour shifts. The assessment and
evaluation of the concerns would allow the HR professional in developing different alternative
strategies for resolving the issues (Khavis & Krishnan, 2017). On the next step, the HR
manager would take the initiative of selecting from among the alternatives and implementing the
most feasible solution in the organizational model. The absence of optimal solution might lead
the managers in undertaking consultation with different consultancy services, which would assist
in resolving the concerns more effectively.
Answer to question 4
 Confirmation bias: The confirmation bias aims at identifying the inclination of an
individual towards a pre-existing beliefs and conceptions while processing information
for a decision. In this relation, the different stereotypical aspects would affect the
decision- making capabilities of the managers.
 Authority bias: The authority bias is specifically reliant on the inclination towards the
authoritative figures, which might forge biases, affecting the decision making capability
of the individuals. The restrictive aspects in the decision making process might be
specifically based on the behavioral inclination towards the hierarchy which might affect
the strategies of the managers based on the concerns.
 Framing bias: The framing bias specifically indicates the manner in which information is
represented based on which the decisions are taken. In this connection, the
misrepresentation of information might affect the cognitive abilities of the decision
makers and diminish the value of decisions.
 Action bias: The action bias specifically is reliant on the ambiguous situations and the
manner in which the decisions might be affected resulting fuzzy activities. The action
bias might affect the capability of the organizational managers in maintaining the
effectiveness of the operations in accordance with the critical nature of the situation.

3ADVANCED ORGANIZATIONAL BEHAVIOR
Answer to question 5
The recommended activities that might be considered by the organizations for increasing
the value of work-life balance for the employees are:
 Creating flexible leave policies
 Developing and nourishing a healthy work environment
 Offering a flexible roster
 Developing alternative skills for supporting leaves of the employees

4ADVANCED ORGANIZATIONAL BEHAVIOR
References
Khavis, J., & Krishnan, J. (2017). Employee satisfaction in accounting firms, work-life balance,
turnover, and audit quality. Work-Life Balance, Turnover, and Audit Quality (December
21, 2017).
Russo, M., Shteigman, A., & Carmeli, A. (2016). Workplace and family support and work–life
balance: Implications for individual psychological availability and energy at work. The
Journal of Positive Psychology, 11(2), 173-188.