Alienation - CiteHR
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EMPLOYEE ALIENATION IN AN ORGANIZATION.

The issue of employee alienation can refer to several different issues: alienation from the company as well as alienation from society as a whole. Companies and the way they are structured have an effect on both of these factors, and the corporate culture which permeates an organization can determine whether its employees enjoy a high level of morale, or whether they feel alienated from their surroundings and their employer.
Where employees only communicate with their managers when there is a problem, can create feelings of alienation because the employee's only contact with the manager is when there are negative circumstances involved.
- Managers who take the time to let employees know when they are doing a good job, not only build a better personal relationship with the employee, but also build a situation where the employee feels valued by the organization. Again, this managerial approach requires active participation by the company as a whole, beginning with the upper echelons of management.
-Company structure itself (the organizational structure) can also be a factor in whether employees feel that they are part of the organization, or whether they feel alienated. Companies which have hierarchical organizations with many layers of management are likely to have artificial "walls" between workers. Companies which are structured in a more vertical manner, meaning that they have fewer layers of management, are more likely to have employees who feel that they are an important part of the organization and who are not alienated from the company. It is important for companies to develop cultures and organizations which foster employee
participation.

THERE ARE TWO MAJOR ALIENATION FACTORS.
1.INDIVIDUAL PERSONAL FACTORS.
-individual personality
-individual values
-individual belief
-individual job satisfaction
-supervisor impact on the individual
-individual personal ethics
-lack of mentoring
etc
2.ORGANIZATIONAL FACTORS.
The relationship between two types of alienation--alienation from work and alienation from expressive relations--and
- two structural properties of organizations--centralization and formalization . Both alienation from work and alienation from expressive relations are found to be more prominent in highly centralized and highly formalized organizations
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ORGANIZATION FACTORS INFLUENCING INDIVIDUAL ALIENATION.
Hierarchy of Authority
impact on the individual and their reaction.
1 Even small matters have to be referred to some one higher up for a final answer.
2 I have to check with the boss before I do almost anything.
3 A person who wants to make his own decisions would quickly become discouraged .
4 Everyone here has one superior to whom he regularly reports.
5 There can be little action until a MANAGER approves a decision.
6 Staff members always get their orders from higher up.
7 I get approval for decision I make.
8 Only MANAGERS can decide how things are to be done.
9 Employees are expected to follow written orders without questioning them.
10 As if going through the proper channels is more important than doing our jobs right.
11 Whenever we have a problem, we are supposed to go to the same person for an answer.
12 Going through the proper channels is constantly stressed.
THIS ABOVE REMARKS SHOWS
[ lack of involvement,
-lack of empowerment
-lack of responsibility
-lack of accountability
-no role in decision making
-limited options]
WHICH CREATES ALIENATIONS OF INDIVIDUALS.
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Division of Labor
impact on the individual and their reaction.
13 We are expected to do all types of work.
14 Employment involves a variety of tasks and responsibilities from day to day .
15 We do a lot of paper work, which could be done by others.
16 We do not receive adequate training.
17 Assignment of duties is made without regard for the individual's experience or training
18 There is an overlap in the job responsibilities .
19 There is really no systematic procedure for promotion.
THIS ABOVE REMARKS SHOWS
[ lack of effective delegation,
-lack of training
-lack of proper job descriptions
-lack of effective systems/ procedures
-limited options]
WHICH CREATES ALIENATIONS OF INDIVIDUALS.
------------------------------------------------------------------
Rules and Regulations
impact on the individual and their reaction.
20 Smoking is permitted only in certain designated places.
21 People here make their own rules on the job .
22 Staff cannot take leave unless they have permission.
23 Staff members feel as though they are constantly being watched to see that they obey all the
rules.
24 Rules govern the style and type of clothing, which I wear to the workplace.
25 I follow rules stating when I am to arrive and/or depart from the workplace.
26 I obey a lot of rules regarding my personal behavior in and around the workplace.
27 I follow workplace rules, which regulate my attendance.
28 Employees are aware of rules regarding their behavior in and around the school.
29 We are to follow strict operating procedures at all times.
30 Employees follow clearly specified procedures for doing the job here.
-----------------------------------------------------------------------------
THIS ABOVE REMARKS SHOWS
[ -some staff dislike strict rules/ regulations.
-some staff hate strict supervision.
WHICH CREATES ALIENATIONS OF INDIVIDUALS.
------------------------------------------------------------------
Procedural Specifications
impact on the individual and their reaction.
31 Standard procedures are to be followed in almost all situations.
32 The organization stresses following the established procedures.
33 Whatever situation arises, we have procedures to follow in dealing with most matters.
34 The same procedure is used in different situations.
35 There is only one way to do the job- the boss's way.
36 The same procedures are to be followed in most situations.
37 Standardized workplace methods and procedures are used by all staff-members.
THIS ABOVE REMARKS SHOWS
[ some staff dislike strict procedures.
-some staff dislike standardized methods/ procedures.
WHICH CREATES ALIENATIONS OF INDIVIDUALS.
------------------------------------------------------------------
Formality in Relations
impact on the individual and their reaction.
38 The management here sticks pretty much to themselves.
39 No one here calls his superior by his first name.
40 The relationship in this organization is really very impersonal.
41 People who have been warned, are instructed in roper procedures for talking with
them.
42 The management does not like staff get-togethers if it is not for official matters.
43 My relations with other staff are formal and impersonal.
44 Staff meetings proceed in a formal manner.
THIS ABOVE REMARKS SHOWS
[ lack of informality,
-lack of flexibility
-lack of understanding of others]
WHICH CREATES ALIENATIONS OF INDIVIDUALS.
------------------------------------------------------------------
Promotions Based on Technical Competence
impact on the individual and their reaction.
45 People are not promoted simply because they have "pull."
46 Promotions are based on merit in this organization.
47 (People here are given raises according to how well they are liked rather than how well they do
their job .
48 There is little chance for promotion unless you are "in" with the boss .
49 In order to get a promotion, you have to "know somebody" .
50 Past experience plays a large part in the assignment to this organization.
51If you do not support management, how well you do your job is not important .
52 The functions are highly departmentalized.
THIS ABOVE REMARKS SHOWS
[ lack of credit to merit,
-lack of transparency
-lack of credit to talent
-lack of recognition ]
WHICH CREATES ALIENATIONS OF INDIVIDUALS.
------------------------------------------------------------------
LACK OF Friendly Climate
impact on the individual and their reaction.
53 A person gets no chance to develop good friends here.
54 A very friendly atmosphere is not evident to everyone who works here.
55 The management never sponsoring employee get-togethers.
THIS ABOVE REMARKS SHOWS
[ lack of friendliness,
-lack of management support
-lack of warmth in the working climate
WHICH CREATES ALIENATIONS OF INDIVIDUALS.
------------------------------------------------------------------
SENSE OF POWER SCALE
impact on the individual and their reaction.
1. I do things at this workplace that I would not do if it were up to me.
2. When things get rough in my workplace l, I just have to take it the way it is .
3. managers are not open to my ideas on workplace matters.
4. I have not been given enough authority to do my job well.
5.There are lots of things I can't do although I know they are right .
6.If only I could do my job more independently .
7. I am not given chance to contribute to important decisions made about the workplace.
8. I have little to say over what will work with me on my job .
9. If I really want, I cannot force the changes in rules.
10.I feel that I do not know what is going on in the upper levels of administration .
THIS ABOVE REMARKS SHOWS
[ lack of involvement,
-lack of empowerment
-lack of responsibility
-lack of accountability
-no role in decision making
-limited options]
WHICH CREATES ALIENATIONS OF INDIVIDUALS.
------------------------------------------------------------------
HOW CAN WE REDUCE OR REMOVE ALIENATION
AT THE WORKPLACE.
-
by reviewing organizational structure (size, formalization, centralization),
-by removing job-related tensions,
-by improving leadership,
-by working on supervisory behavior,
-by improving morale by lifting thru motivation program
-by creating job satisfaction,
-by supporting change / innovation,
-by improving work climate,
-by improving employee communication,
-by introducing conflict management resolutions,
-by changing work- culture,
-by introducing systems for decision making / problem solving,
-by introducing work ethics,
-by creating an atmosphere for honesty / trust,
-by improving interpersonal relations thru programs,
-by providing for job commitment,
-by givivng importance to job involvement,
-by creating a climate for job satisfaction,
-by providing support for mentoring,
-by conducting organizational assessment / effectiveness program,
-by reviewing power / authority / control,
-by providing autonomy,
-by respecting self esteem.
-by introducing performance management system ,
which include generalized work activity, work context: taxonomy and measurement of the work environment, organizational context, abilities, occupational interests and values, work styles, occupation-specific descriptors, occupational descriptor covariates, cross-domain analysis, occupational classification: using skills and generalized work activity to create job families.
-by organizational audit which includes
measures of organizational communication, including communication satisfaction, organizational communications scales and audits, conflict management, team building, group communication, mentoring, communication competence, communication load, communication style, leadership, and organizational commitment. Also includes measures of instructional communication, interpersonal communication and mass communication.
-introduction to organizational assessment, a process for assessing organizations, methodology in constructing and evaluating OAI (organizational assessment instruments), overall organizational context and structure, the context and design of organizational units, the context and design of jobs, external unit relationships, the inter-organizational field, the revised organizational assessment framework and instruments, glossary for the revised organization assessment instruments, OAI unit supervisor questionnaire, OAI unit member questionnaire, OAI focal unit questionnaire, OAI other unit questionnaire, computing structural indices of inter-unit networks.
-INTRODUCING DEMOCRATIC CULTURE AT THE WORKPLACE.
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REGARDS
LEO LINGHAM
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plz anybody get me job involvement questionnaire by Job involvement was measured by 12 items taken from the job involvement scale developed by Lodahl and Kejner (1965).
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