ECE _ DSST Organizational Behavior

Flexible benefits allow employees to pick and choose

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Flexible benefits allow employees to pick and choose from among a menu of benefit options. The idea of this program is to allow each employee to choose a benefit package that is individually tailored to his or her own needs and situation. It replaces the traditional “one-benefit-plan-fits-all” programs that have dominated organizations for more than 50 years. The average organization provides fringe benefits worth approximately 40 percent of an employees salary, but traditional benefit programs were designed for the typical employee of the 1950s—a male with a wife and two children. Flexible benefit plans help to meet the diverse needs of today’s modern employee. Comparable worth is a doctrine that holds jobs equal in value to an organization should be equally compensated, whether or not the work content of those jobs is similar. For example, if the positions of secretary and draftsman require similar skills and make comparable demands on employees, they should pay the same, regardless of external market factors. Specifically, comparable worth argues that jobs should be evaluated and scored on four criteria: skill, effort, responsibility, and working conditions. Stress is a dynamic condition in which an individual is confronted with an opportunity, constraint, or demand related to what he or she desires and for which the outcome is perceived to be both uncertain and important. Stress isn’t necessarily bad in and of itself. While stress is typically viewed in a negative context, it also has positive value. Many individuals use stress positively to rise to the occasion and perform at or near their maximum. Two conditions are necessary for potential stress to become actual stress. There must be uncertainty over the outcome and the outcome must be important.
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Just as environmental uncertainty influences the design of an organization’s structure, it also influences stress levels among employees in that organization. Changes in the business cycle create economic uncertainties, which can lead to stress. When the economy is contracting, people become increasingly anxious about their security. Minor recessions also increase stress levels. Downward swings in the economy are often accompanied by permanent reductions in the work force, temporary layoffs, reduced pay, shorter work weeks, etc. Numerous factors within the organization can cause stress. Task demands are factors related to a person’s job. These factors include the design of the person’s job, working conditions, and the physical work layout. The more interdependence between a person’s tasks and the tasks of others, the more potential stress there is. Jobs where temperature, noise, or other working conditions are undesirable can increase anxiety Another cause of work-related stress are role demands , which relate to pressures placed on a person as a function of the particular role he or she plays in the organization. Role conflicts create expectations that may be hard to reconcile or satisfy. Role overload is experienced when the employee is expected to do more than time permits. Role ambiguity is
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