The structure of work in the American economy

Within this framework of potentially conflicting demands on the organization, this current research study investigated the following questions:

1. Can productivity levels be maintained if a fourday work week is substituted for the standard work week?

2. Can productivity levels be improved if a fourday work week is substituted for the standard work week?

3. What effect will the fourday work week have on organizational commitment?

4. What effect will the fourday work week have on job satisfaction?

The findings of this current research study added to the body of knowledge on organizational behavior. These findings provide organizational managements with a more informed basis for making decisions related to changes to the standard work week. 3

Several terms integral to this current study required definition. These terms, together with their definitions, were as follows:

1. Fourday work week: a work week consisting of 40hours, which are completed in four tenhour days, which are worked consecutively.

2. Job satisfaction: the degree to which an individualstates that he or she is satisfied with both the specific tasks associated with the job, and the organizational environment of which the job is a part.

3. Organizational commitment: the degree to which an

 

One major problem area within organizations is the need for some individuals to exercise authority over otherssuperior/subordinate relationships. One means of avoiding conflict in superior/subordinate relations is an assessment of the needs and desires of organizational subordinates. In this way, the superior will be in a position to either fulfill subordinate expectations or to explain to subordinates ahead of time why such fulfillment will not occur. Such action on the part of organizational superiors is essential, if dysfunctional organizational conflict is to be maintained at a minimum level.

Sensitivity on the part of the supervisor to both the needs and the desires of subordinates is an essential element required to motivate subordinates, and to make subordinates 12feel that tasks which they are called on to perform are valuable contributions to the accomplishment of organizational objectives. One way in which motivations and perceptions such as these can be fostered is through the bringing of subordinates into the organizational decision making process. The extent to which subordinates can be brought into the decision making process of an organization depends, in large part, on the system of management extant within the organizationit would be a much easier process in an organization which embraces the concept of participative management than in an organization which adheres to the scientific management concept, or some other form of authoritarian management.

 

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