Behavioural Factors Influencing Organisational Behaviour Practices
Question:
Discuss about the Organisational Behaviour for International Journal of Human Resource.
Behaviour of an individual or a group is affected by a variety of factors in an organisation. There are many stages that shape behavioural arrangements included management techniques, culture, human tendency and individual thinking. In this context, organisational behaviour is a very interesting and challenging concept of modern business practices. Organisational behaviour is the study of behaviour of employees working in the organisation. It includes study about their culture, religion, ethical values, social values because there are the main reason, on which organisational behavioural practices depends. Organisational behaviour facilitates managers in gaining knowledge about their employees and in managing all the activities in a proper way. This paper contains the study about the organisational behaviour practices and their implication on the various levels of the organisation. The study also contains developing steps that should be taken to managers for improving workface diversity in order to ignore stereotyping in the organisational behaviour. Further, it also describe about the importance and need for applying modern theories of organisational behaviour (Kitchin, 2010).
Organisational Behaviour: The growth of every organisation is based on the effectiveness and efficiency of management and efficiency of management directly depends upon its human resources. Organisational behaviour is considered as the behaviour and actions of employees in the organisations. It is a universal fact that organisation may grow only when its employees grows. In can be said that organisational behaviour is an area of study that analyse the effect that group, individual and management pursue on behaviour within the firms or organisations. It includes three elements of behaviour: individual person, group and overall structure of the company that consist employees and groups (Furusten, 2013).
There are many effective theories within the concept of organisational behaviour. One important theory includes that an organisation’s success depends on identical employee-employer behaviours. This contains similar policies, goals and ethical codes that act as a guide in decision making and conducting general behaviour. When management implies this theory, managers are able to arrange their organisational behaviour to improve the level of working of employees if the organisation. One of the most important key factors to succeed within an organisation’s framework is ‘Motivation’. It enables the employees to have operative and aligned organisational behaviours. Other factors that affect organisational behaviour includes political scenario of the firm, management techniques, personality and stress levels (Faille, 2017).
Applicability of organisational behavioural theories and practices can help the organisation to formulate effective and reliable management strategies and policies. It will also facilities the smooth work environment among the employees of an organisation. Theories of organisational behaviour also helps in developing a range of solutions to the needs of the organisation which includes decision making models, team building trainings, motivational paths and tools to improve performance. In present scenario, with the help of organisational behaviour practices, organisations can move towards a kindlier, profitable and more community based future.
Organisational theories may be applied in the working environment of an organisation by focusing main aspects of behaviour theories. Motivation and attitude are the most important factors that should be considered by the management on top priority. Managers should motivate their employees to work with efficiency and follow organisational behaviour practices. Management should organise training and development programmes so that employees may become socialise to each other and can work without making any difference among them.
Theories and Concepts of Organisational Behaviour
Organisational and workplace problems: As an organisation continues to diversify its work and responsibility among its employees, the chances of occurring problems also increases. Business managers and owners mostly face issues on three levels: employee level, group level and structural level. Issues faced by management can be ethical, cultural and social (Laura, 2012).
Ethical issues: Each employee has her/his own moral beliefs and unique ethics that may force her/him to work in a specific and exceptional way. A problem occurs when there is an issue among these individual views. Workplace of any organisation is known as the knowledge ground for ethical issue between employees as all employees come from diversified socio-economic beliefs and backgrounds. So cases of ethical dilemma arises between employee and employer or among more than two employees (Balwant, 2018).
Cultural issues: An employee’s cultural background has significant effects on his organisational behaviour. An organisation having number of employees faces a lot of issue because to the diversified culture of all employees. Cultural issue may create on the basis of dress code, religious practices, social values, customs, difference in languages and family obligations (Lynne, et al., 2013).
Social issues: Social issues are created by the society where an organisation functions and operates. Similarly when an organisation operates in a multicultural society, the social environment may develop more complex issues due to the diversified sub populations. These factors are known as external social factors. Internal social factors includes ethical and cultural values of the employees, customs, beliefs and functions in the context of the business practices. Sometimes, internal social factors are responsible to create major social issue between employees of the firm (Stein & Cropanzano, 2011).
Organisational behaviour is a theoretical discipline which is related to understanding, describing, predicting and governing human behaviour in a business atmosphere. The scope and importance of organisational behaviour is increasing rapidly due to fluctuating ethical, cultural and social environment of an organisation. Management should pay attention to employee’s performance, working efficiency, nature, response and reaction to various situations within the organisation. Managers should not discriminate their employees on the basis of their religion, culture, social activities. They should divide the work according to the capabilities of the employees. In other words, stereotyping should be followed while talking about efficiency and capability of someone, not on the basis of their ethical beliefs and cultural values because it creates the behavioural issues at workplace. Employees feel unable to use their talent if there is stereotyping within the organisation because of cultural and social differences. In order to decrease stereotyping activities, management should adopt the concept of diversification. Diversified working concept enables an organisation to operate successfully with a number of employees having dissimilarities in various aspects like sex, religion, colour, physical appearance, language and ethical beliefs (Hyde, et al., 2013).
Management of an organisation should adopt the positive aspects of stereotyping. For this purpose, applying diversifying techniques in the working cultural of the organisation will result in enhancing employee’s faith in the management and will result in increasing their working capabilities. Negative aspects of stereotyping are also known as silent destroyer of organisational performance. Thus, in order to enhance the organisational performance and to improve organisational behaviour, management needs to apply stereotyping in a positive manner and ignore the negative functions for the same (Chumg, et al., 2016).
Applicability of Organisational Behavioural Theories and Practices
Recent developments in organisational behaviour: Organisational behaviour theories have changed a lot from traditional theories. At present, organisations are mostly dependent on external environment and thus organisational behaviour is also being affected by external forces of environment. Management of the organisations is continuously adopting workforce diversity practices. They are developing their mentality over lesbians, physically handicapped, gays and other persons who are different in any other way because a diversified workface created both challenges and opportunities for an organisation. Further, managers are trying to higher more youngsters because youngsters have a fresh energy and innovative mind. They also understand the sense of behavioural environment in the organisation. This helps the management to develop a workplace that is free from stereotyping (Robbins, et al., 2013).
In modern Organisational practices, working women are playing an important role in creating a healthy environment at workplace. Women are moving in professions which were mainly dominated by the male members of the society. This increases women empowerment practices in the business environment. Because to working of female employees, organisations are able to understand the concept of sexism and most of the organisations are working in the direction of removing sexism activities form the working functions in their organisations. Along with this self-management is presently most adopting method by the modern organisation because in present scenario people are usually more satisfied when they have their own control. Activities of self-management reduce burden and obstacles so that an individual can perform their task with full efficiency and can utilise his/her talent in the growth of the organisation (Cooper, et al., 2012).
Modern business managers arrange counselling into their offices and workplaces to know the mental stability of their employees. This results in assurance of managers to the staff for understanding their nature, personalities and thinking. After knowing all there aspects, it becomes easy for managers to divide their organisational tasks among the staff according to their nature, behaviour and preferences. Modern theories of organisational behaviour emphasizes on understanding employee’s behaviour and preference so that they can shape them to work according to the needs of the organisation. For this purpose, human resource management is widely considered management techniques by current organisations. Modern techniques considers employees as most important assets of the organisation and thus primary focus of modern organisational behaviour functions is to flourish their capabilities and capacities so can they contribute in the growth of the business (French, 2011).
References
Balwant, P. T., 2018. The meaning of student engagement and disengagement in the classroon context: lessons from prganisational behaviour. Journal of Further and Higher Education, 42(3), pp. 389-401.
Chumg, H. F., Seaton, J., Cookie, L. & Ding, W. Y., 2016. Factors affecting employees’ knowledge-sharing behaviour in the virtual organisation from the perspectives of well-being and organisational behaviour. Computers in Human Behaviour, 16(64), pp. 432-448.
Cooper, C. L., Johnson, S. & Holdsworth, L., 2012. Organisational Behaviour For Dummies. New Jersey: John Wiley & Sons.
Faille, C., 2017. What Are Some Theories of Organizational Behavior?. [Online]
Available at: https://bizfluent.com/info-7742116-theories-organizational-behavior.html
[Accessed 16 April 2018].
French, R., 2011. Organisational Behaviour. New Jersey: John Wiley & Sons.
Furusten, S., 2013. Institutional Theory and Organizational Change. Camberley: Edward Elgar Publishing.
Hyde, P., Harris, C. & Boaden, R., 2013. Pro-social organisational behaviour of health care workers. International Journal of Human Resource Management, 24(16), pp. 3115-3130.
Kitchin, D., 2010. An Introduction to Organisational Behaviour for Managers and Engineers. Abingdon-on-Thames: Routledge.
Laura, M. D., 2012. Organisational Behaviour Influence Elements in the New Economic Paradigm. Theoretical and Applied Economics, 4(4), pp. 31-48.
Lynne, A., Jackson, S. E. & Russell, S. V., 2013. Journal of Organizational Behavior. Greening organizational behavior: An introduction to the special issue, 34(2), pp. 151-155.
Robbins, S., Judge, T. A., Millett, B. & Boyle, M., 2013. Organisational Behaviour. New York City: Pearson Higher Education AU.
Stein, J. H. & Cropanzano, R., 2011. Death awareness and organizational behavior. Journal of organisational Behaviour, 8(1189-1193), p. 32.
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