Group Summary of Chapter 2 : Bases of Job-related behavior

            This chapter discusses the different factors that affect the job behaviors of an employee. 
Behaviors have two dimensions. The first is qualitative that measured like how good or bad the employees. The other is the quantitative dimension that can be measured like job performance (Number of absences, quantity, number of errors, etc.). As we think about the causation of human behavior, my specific human attribute or characteristic of the job setting causes a particular form of behavior because there is a statistical relationship between two variables does not mean that are necessarily causes the other individual variables are factors under personal characteristics such as attitudes, physical characteristics, interest and motivation, age, sex, education, experience and other personal characteristics. There are two general classes of situational variables namely the job and working conditions variables that include methods of work, design, arrangement and the physical work environment. The other is the organizational and social variables that include the character of the organization, true of training, and supervision received. Quantitative behavior of whatever form is the consequence on the total effect of several variables individual and situational.

Benefits and Compensation

Employee benefits  are various non-wage compensations provided to employees in addition to their normal wages or salaries. Where an employee exchanges (cash) wages for some other form of benefit, this is generally referred to as a 'salary sacrifice' or 'salary exchange' arrangement. In most countries, most kinds of employee benefits are taxable to at least some degree.

Some of these benefits are: housing (employer-provided or employer-paid), group insurance (health, dental, life etc.), disability incomeprotection, retirement benefits, daycare, tuition reimbursement, sick leave, vacation (paid and non-paid), social security, profit sharing, funding of education, and other specialized benefits.

The purpose of the benefits is to increase the economic security of employees.

The term perqs or perks is often used colloquially to refer to those benefits of a more discretionary nature. Often, perks are given to employees who are doing notably well and/or have seniority. Common perks are take-home vehicles, hotel stays, free refreshments, leisure activities on work time (golf, etc.), stationery, allowances for lunch, and—when multiple choices exist—first choice of such things as job assignments and vacation scheduling. They may also be given first chance at job promotions when vacancies exist.

Workers' compensation  is a form of insurance that provides wage replacement and medical benefits for employees who are injured in the course of employment, in exchange for mandatory relinquishment of the employee's right to sue his or her employer for the tort of negligence. The tradeoff between assured, limited coverage and lack of recourse outside the worker compensation system is known as "the compensation bargain." While plans differ between jurisdictions, provision can be made for weekly payments in place of wages (functioning in this case as a form of disability insurance), compensation for economic loss (past and future), reimbursement or payment of medical and like expenses (functioning in this case as a form ofhealth insurance), and benefits payable to the dependents of workers killed during employment (functioning in this case as a form of life insurance). General damages for pain and suffering, andpunitive damages for employer negligence, are generally not available in worker compensation plans, and negligence is generally not an issue in the case. These laws were first enacted inEurope and Oceania, with the United States following shortly thereafter.

The Basic components of Employee Compensation and benefits

Employee compensation and benefits are basically divided into four categories:

1. Guaranteed Pay – monetary (cash) paid by an employer to an employee based on employee/employer relations. The most common form of guaranteed pay is the base salary.

2. Variable Pay – monetary (cash) reward paid by an employer to an employee that is contingent on discretion, performance or results achieved. The most common forms are bonuses and sales incentives.

3. Benefits – programs an employer uses to supplement employees’ compensation, such as paid time-off, medical insurance, company car, and more.

4. Equity Based Compensation – a plan using the employer’s share as compensation. The most common examples are stock options.

PART I: Cirque du Soleil

1. Why is Cirque du Soleil successful throughout the world? Why does the product transcend culture differences between countries?

- Cirque du Soleil is successful throughout the world because of their sensitivity, compromise, and hunger for new experiences. They traveled throughout the world and become well known by other countries. The roduct transcend culture differences between countries because of their commitment and innovation. 

2. How do the cultural influences discussed in Figure 4–1 influence organizational behavior at Cirque du Soleil?

- Because of their performances all over the world, they became famous that they known as the global standard of live entertainment and place for talented individuals from around the world to perfect their talent. That's why they learned the art of sensitivity and compromise in recruiting. 

3. Why is it important for Cirque du Soleil to be a good corporate citizen? How does ethnocentrism relate to fulfilling this role?

- For them, to be successful, they must be a committed and sensitive neighbor. That although they were now famous, they didn't forget to help those poor people especially the youth regardless of location in the world. Ethnocentrism relates to fulfilling this role because of their cultural identity.  

PART II: Generation Next Changes the Face of the Workplace

1. Why is addressing this issue so important?  Shouldn’t workers adjust to meet the needs of their employers?

- Addressing this issue is so important for us to know their view of work and the kind of technology they have during their time to relate those in our generation today specifically in the world of business and also to have an idea on how to manage a company. For me, it is good if the workers adjust to meet the needs of their employers so that they will be retain in their work. 

2.   What can employers who can’t afford such extensive programs as the Deloitte organization do to address the changing preferences of their younger workers?  What would you like to see your employer or prospective employer do to address your wants and needs to retain you?

- They must choose workers that have an experience in the workplace; that they know who can help in the success of the company. For me, I would like to see my employer as a fair person, without favoritism so that I will work more just to be retained Additional, He must give the adequate salary I needed in order to have a good relationship with him.

PART III: Destination CEO: Clarence Otis: Darden Restaurants

1. What prepared Clarence Otis for his position as CEO of Darden?

- Clarence Otis became the CEO of Darden because of his first job that he was once a server in a restaurant, he experienced the pressures and was challenged to meet the high expectations of customers.  

2.  According to Otis, what is the key area for success for employees at the Darden company?

- For Otis, to remain relevant is the key to success for employees at the Darden Company. Also, they must be inspired and understand the corporate philosophy and its goals. 

PART IV: One Smooth Stone

1. How much of a part can values truly play in the success of a company like One Smooth Stone?

- For the One Smooth Stone, values are more important in order to be successful in business. that's why for me, a company must have hundred percent values in order to be successful. 

2. What characteristics of One Smooth Stone make it necessary to have a flat and decentralized structure as opposed to a rigid, command and control hierarchical structure?   

- They devised the strategic improvising that involves ground rules and creating a template for their future. Because of this strategy, the company became successful in industry. 

PART V. LEADERSHIP: MAKING DECISIONS DURING HURRICANE KATRINA

1. What model of decision making did the Sisters of Holy Angels have to rely on to guide them through thee hurricane tragedy?

- The leadership they have during the hurricane. The lead everyone in safer place that's why they were safe. And because of their faith to God that HE will help them, they became strong in saving the lives of people.

2. What part do you think intuition and creativity played in each of the Sister's stories? Explain how.

- First in Sylvia's Thibodeaux's story that she already knew that the hurricane is coming. Although she is not an aggressive person in nature, she is courageous to avoid the tragedy that's why he threatened the ambulance driver to lead elderly and frail nuns in safe place.

 Second, in Kinberger's situation when she asked to lead the soldiers in prayer to help those who were the first responders of the search and rescue efforts in New Orleans. That's why the military has become the ministry for the sisters.
 
 Third, in Fitzpatrick's situation that she convinced everyone that they should not give up and have tremendous effort to find a house for the sisters who can no longer reside in New Orleans.

 Last,  in Trosclair's situation that although there's no facilities in the place, she used what she has during the hurricane - the resources within.