RUNNING HEAD: ORGANIZATIONAL BEHAVIOR 1
Organizational Behavior
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RUNNING HEAD: ORGANIZATIONAL BEHAVIOR 2
Part 1
Read
The case study “Rough Seas On The LINK650“ at the end of Chapter 4 in your textbook, pages
105–106.
Question 1 (5 marks)
Identify the various ways that employees expressed their job dissatisfaction on the LINK650.
There are three main ways that employees can express their job dissatisfaction. The first
way is through voluntary turnover. Voluntary turnover is when some people will quit their job
because they are not happy with their working conditions. Then some people are going to quit
because they can’t get along with their supervisors. The second way is to reduce the work effort.
Some employees are going to try to find different ways to get as little as work done as possible.
The third way is through absenteeism. Some employees are going to make up fake injuries so
that they do not have to come into work. The fourth way is through unionization. Most of the
time, employees are going to sign labor union cards when the safety problems could result in the
death of a crew member.
Question 2 (20 marks)
Shaun O’Neill’s commitment to the LINK organization dwindled over his two years of
employment. Discuss the factors that affected his organizational commitment.
The case has a rich example of the factors the can influence organizational commitment.
O’Neill’s loyalty along with the loyalty of the other employees on LINK650 fell dramatically
over the past two years because of four main reasons. The first reason is trust. The employees
did not trust the supervisors or the company. This was because the company tried to overthrow
the labor union that the employees are formed in order to resolve the safety problems. The
company also tried to put pressure on the supervisors to push the employees to work even harder.
The main reason why the employees did not trust the supervisors because of the unfair practices
and harsh behaviors of the supervisors. The second reason is job security. The job security is
very low because the supervisors routinely fired people for minor accidents that while they were
working. The uncertain future of the company helped to create job insecurity. The third reason
is organizational comprehension. There were a lot of employees that were left in the dark about
any of the problems that were going on the rig. The fourth reason is employee involvement. The
employees were not involved in the decisions on the LINK650. Therefore, they did not feel like
