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CHAPTER 3
Organizational Commitment
81
Case: Lyft
The move toward driverless cars represents another battlefield for Lyft and Uber. For its part,
Lyft has forged relationships with General Motors, MIT, and Maymo—a division of Google’s
parent company, Alphabet. Lyft’s plan is to create a suite of hardware and software that allows
any car manufacturer to turn their vehicles into driverless cars that work with Lyft’s network of
passengers. One of Lyft’s particular priorities is making the experience of being “robo-driven”
less anxiety-provoking. Its plan is to show passengers what the vehicle’s sensors are picking up,
and to equip vehicles with a voice that explains what is happening and why. So the car won’t be
driven by a human, but it will (kind of) act human.
The move does raise questions, however, about the impact of the shift on Lyft’s drivers. Assuming it occurs across a decade, how will drivers’ commitment levels be affected?
Some data on that question can be taken from a study published in the Journal of
Management and Organization. The authors measured employee reactions to what they
called STARA—smart ­technology, artificial intelligence, robotics, and algorithms. Employees
in 200 ­organizations in New Zealand were surveyed on a number of variables. One of
those was STARA awareness, which was measured on a five-point scale (1=Strongly
Disagree; 2=Disagree; 3=Neutral; 4=Agree; 5=Strongly Agree) with the following
four items:
1.
I think my job could be replaced by STARA.
2.
I am personally worried that what I do now in my job will be replaced by STARA.
3.
I am personally worried about my future in my organization due to STARA replacing
employees.
4.
I am personally worried about my future in my industry due to STARA replacing
employees.
When summing across those four items, the employees in the sample had an average STARA
awareness of 7—indicating that they mostly disagreed that they were being replaced. However,
STARA awareness was negatively correlated with affective commitment to a moderate degree.
The more employees worried that they were in danger of being replaced, the less emotional
attachment they felt to the company. When asked about such issues, Lyft’s management
notes that the ride-sharing industry will continue to grow dramatically, even as driverless
technology progresses. So the number of drivers in its fleet will probably grow in the next
five years—not shrink.
3.1 Consider the way that Lyft managers its drivers, compared to Uber. Should the things
that Lyft does engender affective commitment, continuance commitment, or normative
commitment?
3.2 Lyft’s drivers are technically independent contractors, rather than employees. Are
there ­reasons to expect them to feel less commitment to the company because of that
designation? Why?
3.3 Think about the job you seek to hold after graduation from your program. How would you
answer the four STARA questions? If your organization began replacing employees with
such technology, would that practice alter your commitment levels?
Sources: M. Lev-Ram, “Scandals and Missteps at Uber Have Given Lyft a Chance to Catch Up in the Ride-RideSpring Race. Could a Bold Bet on Driverless Cars Help the Pink-Mustache Startup Take the Lead?” Fortune,
July 19, 2017; D. Broughham and J. Haar, “Smart Technology, Artificial Intelligence, Robotics, and Algorithms
(STARA): Employees’ Perceptions of Our Future Workplace.” Journal of Management and Organization 24, (2018),
pp. 239–57.
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82
CHAPTER 3
Organizational Commitment
Exercise: Reacting to Negative Events
The purpose of this exercise is to explore how individuals react to three all-too-common scenarios
that represent negative workplace events. This exercise uses groups, so your instructor will either
assign you to a group or ask you to create your own group. The exercise has the following steps:
3.1 Individually read the following three scenarios: the annoying boss, the boring job, and pay
and seniority. For each scenario, write down two specific behaviors in which you would
likely engage in response to that scenario. Write down what you would actually do, as
opposed to what you wish you would do. For example, you may wish that you would march
into your boss’s office and demand a change, but if you would actually do nothing, write
down “nothing.”
3.2 In groups, compare and contrast your likely responses to the three scenarios. Come to a
consensus on the two most likely responses for the group as a whole. Elect one group member to write the two likely responses to each of the three scenarios on the board or on a
transparency.
3.3 Class discussion (whether in groups or as a class) should center on where the likely responses
fit into the exit–voice–loyalty–neglect framework. What personal and situational factors
would lead someone to one category of responses over another? Are there any responses
that do not fit into the exit–voice–loyalty–neglect framework?
coL61557_ch03_058-088.indd
82
Annoying Boss
You’ve been working at your current company for about
a year. Over time, your boss has become more and
more annoying to you. It’s not that your boss is a bad
person, or even necessarily a bad boss. It’s more a personality conflict—the way your boss talks, the way your
boss manages every little thing, even the facial expressions your boss uses. The more time passes, the more
you just can’t stand to be around your boss.
Two likely
behaviors:
Boring Job
You’ve been working at your current company for
about a year. You’ve come to realize that your job is
pretty boring. It’s the first real job you’ve ever had, and
at first it was nice to have some money and something
to do every day. But the “new job” excitement has
worn off, and things are actually quite monotonous.
Same thing every day. It’s to the point that you check
your watch every hour, and Wednesdays feel like they
should be Fridays.
Two likely
behaviors:
Pay and Seniority
You’ve been working at your current company for
about a year. The consensus is that you’re doing
a great job—you’ve gotten excellent performance
evaluations and have emerged as a leader on many
projects. As you’ve achieved this high status, however, you’ve come to feel that you’re underpaid. Your
company’s pay procedures emphasize seniority much
more than job performance. As a result, you look at
other members of your project teams and see poor
performers making much more than you, just because
they’ve been with the company longer.
Two likely
behaviors:
10/17/19 02:38 PM
‫المملكة العربية السعودية‬
‫وزارة التعليم‬
‫الجامعة السعودية اإللكترونية‬
Kingdom of Saudi Arabia
Ministry of Education
Saudi Electronic University
College of Administrative and Financial Sciences
Assignment 1
Organizational Behaviour (MGT 301)
Due Date: 16/07/2022 @ 23:59
Course Name: Organizational Behaviour
Student’s Name:
Course Code: MGT301
Student’s ID Number:
Semester: Summer Semester
CRN: 50337
Academic Year:2021-22
For Instructor’s Use only
Instructor’s Name: Ghadah Alanazi
Students’ Grade: 00 /15
Level of Marks: High/Middle/Low
General Instructions – PLEASE READ THEM CAREFULLY
•
•
•
•
•
•
•
•
The Assignment must be submitted on Blackboard (WORD format only) via allocated
folder.
Assignments submitted through email will not be accepted.
Students are advised to make their work clear and well presented, marks may be reduced
for poor presentation. This includes filling your information on the cover page.
Students must mention question number clearly in their answer.
Late submission will NOT be accepted.
Avoid plagiarism, the work should be in your own words, copying from students or other
resources without proper referencing will result in ZERO marks. No exceptions.
All answered must be typed using Times New Roman (size 12, double-spaced) font. No
pictures containing text will be accepted and will be considered plagiarism).
Submissions without this cover page will NOT be accepted.
Learning Outcomes:
CLO-Covered
1 Recognize the fundamental concepts, theories and principles, examine challenges
of organizational behaviour. (CLO1).
2 Describe management issues such as diversity, attitudes and job satisfaction,
personality, and values in organizational behaviour (CLO2).
Assignment 1
Reference Source:
Textbook:Colquitt, J. A., LePine, J. A., & Wesson, M. J. (2021). Organizational behaviour:
Improving performance and commitment in the workplace (7th ed). Burr Ridge, IL:
McGraw-Hill Irwin.
Case Study: –
Case: LYFT
Please read the case “Lyft” from Chapter 3 “Organizational Commitment” Page: – 81
given in your textbook – Organizational behaviour: Improving performance and
commitment in the workplace (7th ed). by Colquitt, J. A., LePine, J. A., & Wesson, M. J.
(2021) and Answer the following Questions:
Assignment Question(s):
1. Consider the way that Lyft managers its drivers, compared to Uber. Should the things
that Lyft does engender affective commitment, continuance commitment, or normative
commitment? (03 Marks) (Min words 150-200)
2. Lyft’s drivers are technically independent contractors, rather than employees. Are there
reasons to expect them to feel less commitment to the company because of that
designation? Why? (03 Marks) (Min words 150-200)
3. Think about the job you seek to hold after graduation from your program. How would
you answer the four STARA questions? If your organization began replacing employees
with such technology, would that practice alter your commitment levels? (03 Marks) (Min
words 200)
Part:-2
Discussion questions: – Please read Chapter 2 & 4 “Job Performance & Job
Satisfaction” carefully and then give your answers on the basis of your understanding.
4. Describe a job in which citizenship behaviours would be especially critical to an
organization’s functioning, and one in which citizenship behaviours would be less critical.
What is it about a job that makes citizenship more important? (02 Marks ) (Min words
200-300)
5. Consider how you would react to 360-degree feedback. If you were the one receiving
the feedback, whose views would you value most: your manager’s or your peer’s? (02
Marks ) (Min words 150-200)
6. What steps can organizations take to improve promotion satisfaction, supervision
satisfaction, and co-worker satisfaction? (02 Marks ) (Min words 150-200)
Important Note: 1. Support your submission with course material concepts, principles, and theories from
the textbook and at least two scholarly, peer-reviewed journal articles.
2. References required in the assignment. Use APA style for writing references.
Answers:
1.
2.
3.
4.
5.
6.
Answers
1. Answer2. Answer3. Answer-

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