از خود بیگانگی در سازمان

The variables responsible for worker alienation in the under- developed countries are divided into two categories: cultural and organizational factors. Identification of these two types of factors in those countries should help us understand employee alienation better than that of the existing western models. In developing countries, there exist three types of behavioural dispositions (or ethics) that are particularly relevant in the context of work motivation: 1. a personal ethic of helplessness, 2. an organizational ethic of personalized relationships, and 3. an idealized family- centred work ethic. Employees at all levels of organization in those countries seem to manifest a personal sense of helplessness. In their day- to- day work and in nonwork spheres of life, they exhibit a passive attitude towards their environment. They feel that they can do nothing to change their environment. They believe that the external environment controls them rather than they control their environment. The organizational ethic of under- developed countries employees is also shaped by a strong sense of insecurity and edpendence on others. Their work relationships are personalized rather than contractual. They work for their superiors, friends, and relatives, rather than for accomplishing the task or organizational goals under contractual obligations. Employees in these countries also manifest a family- centred work ethic. Most of them believe that work is necessary and good, primarily for maintaining one's family. The authoritarian practices in the family, the educational system, and the religious institutions act to create strong sense of dpendence. The reward systems within these countries, social institutions tend to promote helplessness and external orientation. Very often people in positions of authority (parents, teachers, political leaders) promise valued rawards for the desired behaviour of subordinates but do not furnish these rewards. Family and religious traditionalism of these countries' culture has created a time perspective that puts an emphasis on the past rather than on the present. The tradition of joint family systems creates problems of meeting obligatory demands from relatives, friends, superiors, coworkers, and subordinates. Such demands often conflict with organizational and task requirements. Work motivation suffers if there are no clear job expectations regarding what employee is supposed to do on the job, and whether he can get what he values most through his job behaviour for the satisfaction of his important needs. Many employees fo not have clear task objectives. Very often, they have a confused knowledge of what their responsibilities are, what task goal or targets they should be aiming for, what paths or procedures they should be following to reach such targets, and how they are moving on these paths. Neither supervisors nor subordinates receive proper feedback of work progress because of the absence of systematic reporting and feedback procedures. Employees in subordinate positions in turn feel low in self-esteem, powerless , and alienated at work.