SCENARIO 3-1 Making Sense of Behaviour in Organizations Is Challenging at the at the Best

SCENARIO 3-1
Making sense of behaviour in organizations is challenging at the best of times.Many changes occur on almost a daily basis,which affects a company's ability to compete and maintain profitability while at the same time paying attention to employee needs,globalization and increasing multiculturalism.Jack Fraser,director of human resources at Central Telecom,wished to take some further training and join managers from other organizations to learn about the forces that shape workplace diversity.During his training sessions,Jack became keenly aware of the many factors that cause and contribute to diversity and what some of the impacts are upon employees individually and collectively.Jack determined that if Central Telecom is to keep pace with the competition and provide a good place for employees to work and also retain their services over the longer term,he would have to develop a program and standards to facilitate the process.Good dialogue with company personnel,accurate information from others with similar experiences,and a dedication toward a quality work life would all assist.Sensitive issues centered on employee values and attitudes would have to be addressed and the impact from the larger society considered and incorporated.In short,Jack needs to grasp not only a full understanding of organizational dynamics,but must use his experience and expertise to apply the process to his company.
-Refer to Scenario 3-1.Jack has completed a review of recent research on organizational commitment; his research tells him that organizational commitment is

A) less universally understood as a value than job satisfaction.
B) not an attitude which can be used to predict organizational citizenship behaviour.
C) a valid predictor for employee attitudes and values.
D) the same as job involvement and can be used to predict success.
E) probably a better predictor of employee turnover than job satisfaction.