Analysis of Organizational Behavior: Outcomes, Responses, and Justice

This report delves into the core aspects of organizational behavior, beginning with an examination of key individual outcomes. It explores how these outcomes, influenced by factors such as motivation and job satisfaction, contribute to overall company performance. The report then analyzes the primary responses to negative events at work, including voice, loyalty, neglect, and exit, and how organizational culture affects these responses. Finally, it outlines the four rules under procedural justice—fairness, voice, transparency, and impartiality—that are crucial for creating equal employment opportunities. The report references multiple scholarly articles to support its analysis and conclusions, providing a comprehensive overview of these critical management concepts.

Running Head: Management
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Organization Behaviors
9/7/2019

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Contents
The key individual outcomes of organizational behavior................................................................2
The primary responses to negative events at work..........................................................................3
The four rules under procedural justice that serve to create equal employment opportunity..........4
References........................................................................................................................................5

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The key individual outcomes of organizational behavior
Organizational behavior is essential in any organization as it helps in examining the both
activity and the performance of the company. It is basically the study of the human behavior and
the organization which helps in developing the better organization. By establishing the good
organizational behavior the company can achieve the certain outcomes (Fisher and To, 2012). It
is important in the company to analyses the behavior of the individual so that their
understandings can be provided in the organization.
The individual can attain the certain outcomes which can lead to the higher growth of the
company. The individual can improve their skills by knowing their weakness in the organization.
The productivity and the quality of the person can increase or enhances when they are giving the
proper training in the company (Vasu, et al., 2017). The organization can also easily manage the
workforce diversity when there is the proper and effectiveness organizational behavior. The
person can easily understand the behavior of the organization and they can adjust themselves
accordingly. If they want any changes or any fluctuations in the company then they can easily do
that as they are aware of the nature of the behavior.
The organizational commitment and the job performance are also the outcomes of the
organizational behavior. The behavior of the individual in the organization will be effective
when they perform the activities with the satisfied level. So, in the company the individual
should be satisfied with their jobs and only their behavior towards the company is positive
(Moorman, et al., 2013). The outcomes of the individual behavior are the contributions of many
things such as attitudes, values, learning and perception.
There are the certain factors which affects the theses outcomes of the organizational
behavior such as motivation, stress, justice and ethics, trust, job satisfaction, etc. the
organizational culture and the structure are the main factors which affects the organization
behavior (Klotz and Neubaum, 2016). The cultural values and the ability of the person, the
characteristics and the personality of the person, the leadership style and the behavior of the
person and many other factors which affects job performance and the organizational
commitment. The behavior of the person can be analyzed by his act of ethics, honestly and

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through the justice. The individual should be motivated to deal with the any situation so it can be
accept any challenges or faced any kind of the risk in the company. The factors like the
personality of the person and the attitude towards the work reflects the behavior of the
individual.
The primary responses to negative events at work
There are basically four primary responses which lead to the negative events at the work.
Those primary responses are voice, loyalty, neglect, and exit. If the organization behavioral and
the structure in the company will not be effective than, the environmental behavior of the
company also not much effective (DuBrin, et al., 2013). The employees of every company want
the positive environment so if the organization culture is negative then the response of the
individual will end up in exiting the company. If on the organization there is any kind of the
restricts or the environmental is not much friendly then also employees used to exit the company.
When the event of the organization is not grateful then people leave the organization and it
results in the destructive response.
The responses of the employees in the organization also get destructive when their efforts
and the interest in the job decline. The person gives the negative response in the event when they
are done with their work and they are no longer interest in continuing and accessing the work
more (Colquitt, et al., 2011). When the person is not satisfied with the organizational behavior
or when there is the demotivation at the working are then the employees give the negative
responses. When the employees did not get the higher pay scale or when they are not supported
in the organization then negativity develops and they decide to exit the company.
When the person does not raise their voice or they do not attempt to improve the
conditions and the situation of the company then it results in the negative response as they are
not raising the employees (Graham, et al., 2015). At the important events of the company it is
important to raise the voice so that if there is any negativity in the organization then it can be
removed. If someone in the organization breaks the loyalty of the other person and it creates any
kind of the disputes then also it created the negativity. If they are not satisfied with the
organizational behavior of the company then they breaks the loyalty and confidential information
of the company which brings negativity in the company. These negative events ta the work not

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only declines the profit of the company but also creates many problems such as the trust has been
lost, the fear of leaving the organization of the employees, the employees generally neglect
everything and they don’t even interest and considers the relevant things (Morgeson, et al.,
2013). These are the responses which take places when any negative events occur and it creates
in declining the profit and also created many issues. If the entrance cost of things are higher than
the loyalty of the employees in the company are higher.
In the organization when environment changes then exit, loyalty, voice and neglect
involves which creates the negative changes (Fiske, et al., 2018). The change on the
organizational behavior not only harms the employees of the company but also its harm the
company itself. The work efforts of the employees gets reduced, the attention towards the quality
is very less, the absenteeism has increased and all this conditions results to worsen.
The four rules under procedural justice that serve to create equal
employment opportunity
For creating the equal employment opportunity there are basically the four rules under
the procedural justice which are fairness, voice, transparency and impartiality. The rules of the
procedural justice state the idea of fairness in the opportunity of the employment and also create
the opportunity for the employment (Klotz and Neubaum, 2016). There are basically four rules
that the person who is employed should be fair in the employment process, he should act all his
actions at the transparent form, he should have the ability of taking the good decisions and
should be raise the voice against the wrong.
The equal employment opportunity will be created when there is the all the employees in
the company are greeted with the respect and dignity and all have the same opportunity and
encounters the neutral ion taking the decision (Carpenter, et al., 2014). The procedural justice has
created the trust and confidence and shares the co en set of the employment opportunities. By
providing the equal opportunities at the employments the belief of the employees can be
achieved and the acceptance of the good policy can be promoted. These four rules help in
creating the good policies which created the equal employment opportunity for the employees.

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Fairness: In the organization the person should be employed at the fair level. There
should no discrimination and partiality in hiring the person when they have the good talent. In
the organization the person are employed if they have the proper skills and knowledge what is
required and they are recruited at the fair manner (Bolino, et al., 2013).
Voice: The equal employment opportunity is created when the person create the voice for
himself. When there is any kind of the promotion or up gradation then the person has to raise
their own voice and fight for themselves for their rights (Chmiel, et. al., 2017).
Transparency: There should be a transparent environment in the organization so that the
equal opportunities can be created. In the employment there should be the transparent in the
managers and the employees which creates the openness at the working place. For getting the
better results from the employees it is important to maintain the transparency and trust between
the employees so that equal opportunities at the working place can be created.
Impartiality: There should be no discrimination and partiality ta the working place
related to the employment thing such as related to age, gender, etc. The person should have the
higher ability and the skills in the employment should be paid higher and give the higher post
and vice versa. There should be no biasness, the decision should be made fair and they should be
prejudice related to the employment opportunity.

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References
Bolino, M. C., Klotz, A. C., Turnley, W. H., & Harvey, J. (2013). Exploring the dark side of
organizational citizenship behavior. Journal of Organizational Behavior, 34(4), 542-559.
Carpenter, N. C., Berry, C. M., & Houston, L. (2014). A meta‐analytic comparison of self‐
reported and other‐reported organizational citizenship behavior. Journal of
Organizational Behavior, 35(4), 547-574.
Chmiel, N., Fraccaroli, F., & Sverke, M. (Eds.). (2017). An introduction to work and
organizational psychology: An international perspective. John Wiley & Sons.
Colquitt, J., Lepine, J. A., Wesson, M. J., & Gellatly, I. R. (2011). Organizational behavior:
Improving performance and commitment in the workplace (Vol. 375). New York, NY:
McGraw-Hill Irwin.
DuBrin, A. J. (2013). Fundamentals of organizational behavior: An applied perspective.
Elsevier.
Fisher, C. D., & To, M. L. (2012). Using experience sampling methodology in organizational
behavior. Journal of Organizational Behavior, 33(7), 865-877.
Fiske, S. T., Bersoff, D. N., Borgida, E., Deaux, K., & Heilman, M. E. (2018). Social science
research on trial: Use of sex stereotyping research in Price Waterhouse v. Hopkins.
In Social cognition (pp. 76-98). Routledge.
Graham, K. A., Ziegert, J. C., & Capitano, J. (2015). The effect of leadership style, framing, and
promotion regulatory focus on unethical pro-organizational behavior. Journal of business
ethics, 126(3), 423-436.
Klotz, A. C., & Neubaum, D. O. (2016). Article commentary: Research on the dark side of
personality traits in entrepreneurship: Observations from an organizational behavior
perspective. Entrepreneurship Theory and Practice, 40(1), 7-17.

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Moorman, R. H., Blakely, G. L., & Niehoff, B. P. (2013). Does perceived organizational support
mediate the relationship between procedural justice and organizational citizenship
behavior?. Academy of Management journal, 41(3), 351-357.
Morgeson, F. P., Aguinis, H., Waldman, D. A., & Siegel, D. S. (2013). Extending corporate
social responsibility research to the human resource management and organizational
behavior domains: A look to the future. Personnel Psychology, 66(4), 805-824.
Vasu, M. L., Stewart, D. W., & Garson, G. D. (2017). Organizational Behavior and Public
Management, Revised and Expanded. Routledge.