Organizational Problem
Discuss about the Understanding of Organizational Behaviour.
Organizational behaviour represents a complex set of area of understanding related to an organization (Wang, Waldman & Zhang, 2014). Organization behaviour comprises of relation and interrelation between various stakeholders within the organization. There are various aspects of organizational behaviour that acts as factors towards determining ways that an organization can attain its objectives. It’s the aim for any organization to direct as well as employees and staffs towards its end goals and objectives (Cennamo & Gardner, 2008). The scope of the current analysis deals with a problem scenario that has arisen in an organization, which has been analysed through various concepts in organizational behaviour techniques.
Organizational behaviour represents a vast array of topics that that stakeholders within organization need to deal with. There are various theories of organizational behaviour that represents complex range of framework for analysis of diversified challenges. In the current scope of analysing organizational problem, it was noted that a retail store in Australia was facing high levels of customer dissatisfaction due to prolonged waiting time in queues. The organization had been facing with immense amount of challenges as a large number of customers complain regarding waiting at long queues. Increased time at billing while purchasing retail products has deterred customer’s ability to remain loyal towards the brand. Customers often complain that employees or staffs present at billing counters at highly ineffective and lacked motivation to complete billing at a fast rate to cater to larger number of customers (Dobre, 2013). This resulted in decreasing consumer loyalty and brand switching behaviour amongst customers. The customers were highly dissatisfied that they had to wait for prolonged time at queues and employees did not assist them in making their purchases easier.
Employees and staffs who were catering to customer services could not cater to client’s need as they lacked tremendously in motivation and guidance. Deeper analysis revealed overall reduced productivity within the organization which led to immense ineffectiveness by reducing business scope. Communicating with employees led to the understanding that they did not have any performance appraisal scope which led to their dissatisfaction (Harms & Credé, 2010). Employees did not want to work for the organization as they felt they lacked a clear sense of direction. Their managers and leaders could not effectively direct employees as to what their performance or roles should be within the company. Though employees knew they were responsible for catering to customers, yet they did not know any specific processes they had to adopt. Moreover, most employees did not visualize a prolonged role in the company and there was great deal of absence as well as employee turnover. Analyzing the challenge from prominent organization behavioral theories reveals that concepts related to employee motivation, leadership effectiveness, values and attitudes and performance management need to be analyzed (Gruman & Saks, 2011).
Analysis Of Challenge
Organizational behavioral theories in varied areas provide a framework for deeper analysis of challenges faced by an organization. There have been a number of interrelated situations that have arisen in the current organization, which can be linked to organization behavioral theories to provide detailed recommendations related to the same. First factor that needs to be analysed here is employee motivation (Lazaroiu, 2015). Employee motivation has been seen to a critical factor that affects performance of employees. Currently all contemporary organization is focusing their initiatives related to factors and engagements that can help raise motivation in employees. Absence of motivation whether intrinsic or extrinsic in nature can lead to dissatisfaction amongst employees. It is also known to decrease productivity, consecutively increasing absence and turnover rates. Theories of motivation propose various frameworks that impacts motivation or demotivating employees. An organization has to consider factors that are proposed by these theories along with organization specific factors that determine an employee’s levels of motivation (Roos & Van Eeden, 2008). In the present case, it can be clearly understood that employees were highly demotivated due to presence of several factors.
Leadership is another crucial factor that deters mines performance of employees. Effective leadership provides direction to employees and clear communication of organization’s goals and objectives. Leaders within an organization make employees their followers, and then they set goals and objectives for them to follow. Effective leader’s not only direct employees but also provide motivation and engagement to employees, such that they remain committed to their current jobs. Lack of effective leadership is bound to confuse employees as they might not be receiving clear communication regarding senior management strategic decisions (Sadeghi & Pihie, 2012). In absence of strategic decisions, employees might feel disengaged from the organization. They will perform their roles with no clear definition with organizational objectives. In the current scenario lack of leadership effectiveness have led to employees feeling disengaged and not being able to cater to organization’s objectives.
Values and attitudes is another integral factor for organization performance. An organisation culture aligns an employee’s values and attitudes with that of the organization have to enhance productivity. Appropriate values and attitudes promote motivation amongst employees. Schwartz’s value theory provides value and attitude theories across cultures (Yang, 2008). They are the basis for developing feelings amongst employees related to the organization or their job profile. A positive value and attitude framework within an organizational culture promotes commitment of employees towards the organization. Employees are able to cater to organization’s goals through a shared framework of values. This allows employees to be physically, emotionally and cognitively oriented towards their role performance. In absence of appropriate values and attitudes in employees, there will be lack of employee engagement. In the current case analysis, it was noted that there was absence of employee values and attitudes that was oriented towards organization which led to lack of productivity.
Conclusion
Performance appraisal is another integral factor which determines performance of employees. It is a reviewing process of employees, which analyses several data and information pertaining to employees (Ferreira & Utley, 2009). Reviewing employee performance provides a positive spirit in them and enhances their engagement with the organization. An organization which undertakes performance appraisal of its employees makes them feel important and helps direct them towards goals and objectives of the organization. This appraisal method allows employee review their skills and performance levels as well, and then they are able to undertake skill development and training on the same basis. Through performance management it is possible to get employee motivation hence increase commitment towards the organization. In the current organization analysis, it was revealed that performance appraisal was not conducted (Aguinis, 2009). This led to several challenges arising that deterred the organization’s performance affecting customer satisfaction levels. The current organization neither appraised skills and knowledge of employees, not provide any training, therefore affecting employees commitment levels. These hosts of challenges faced by the current organization revealed that
Conclusion And Recommendations
The organization analysed here has been facing several challenges and problems that has been revealed. The organization need to devise strategies such that it can overcome its current challenges by catering to their employees. The organization need to follow the following recommendations to attend to its challenges;
- Organization’s leaders or senior managers need to adopt transformational leadership styles. Such leadership styles have been known to be effective and enhance employee performance by directing them towards goals and objectives of the organization. Contemporary organizations are increasing adopting transformational leadership to increase and improvise their employee related performances.
- The organization need to devise appropriate motivational strategies. Motivational strategies including intrinsic and extrinsic motivational strategies have to be focused on. Employee specific motivational strategies have to be designed and attended to such that they can lead to increasing employee performance.
- The organization need to accommodate an appropriate culture that promotes values and attitudes that lead to employee productivity. As values and attitudes are known to be important determinant of employee performances, it is integral that organization’s leaders are able to direct employees toward them. It will allow enhancing employee motivation and performance levels. Employee will be feeling greater sense of commitment as well which in turn will lead to customer satisfaction levels.
- The organization need to devise performance appraisal techniques. Designing appropriate performance management techniques will allow ascertaining levels of skills and knowledge of employees hence understanding levels of skill gaps. Moreover, ascertaining skill gaps will allow developing training initiatives that will allow catering to employee’s development in a better manner. Performance appraisal techniques will allow assess an employee’s position in the company and understanding reasons as to why skill and knowledge gaps exists. Therefore, additional strategies can be undertaken for overcoming of the same.
Reference Lists
Aguinis, H., 2009. Performance management. Upper Saddle River, NJ: Pearson Prentice Hall.
Cennamo, L. and Gardner, D., 2008. Generational differences in work values, outcomes and person-organisation values fit. Journal of Managerial Psychology, 23(8), pp.891-906.
Dobre, O.I., 2013. Employee motivation and organizational performance. Tabel of Contents.
Ferreira, A. and Otley, D., 2009. The design and use of performance management systems: An extended framework for analysis. Management accounting research, 20(4), pp.263-282.
Gruman, J.A. and Saks, A.M., 2011. Performance management and employee engagement. Human Resource Management Review, 21(2), pp.123-136.
Harms, P.D. and Credé, M., 2010. Emotional intelligence and transformational and transactional leadership: A meta-analysis. Journal of Leadership & Organizational Studies, 17(1), pp.5-17.
Lazaroiu, G., 2015. Employee motivation and job performance. Linguistic and Philosophical Investigations, 14, p.97.
Roos, W. and Van Eeden, R., 2008. The relationship between employee motivation, job satisfaction and corporate culture: empirical research. SA journal of industrial psychology, 34(1), pp.54-63.
Sadeghi, A. and Pihie, Z.A.L., 2012. Transformational leadership and its predictive effects on leadership effectiveness. International Journal of Business and Social Science, 3(7).
Wang, D., Waldman, D.A. and Zhang, Z., 2014. A meta-analysis of shared leadership and team effectiveness. Journal of applied psychology, 99(2), p.181.
Yang, J.T., 2008. Individual attitudes and organisational knowledge sharing. Tourism management, 29(2), pp.345-353.
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