Organizational Behavior and Leadership
This purpose of this paper is to discuss a company which hereafter will be referred to as Company X. Company X produces audio products and has recently instituted an innovative production process in an effort to help its employees meet its high production standards and goals. One of Company X’s supervisors is having difficulty with his employees adapting to the new process. During an informal discussion with the supervisor the following was revealed: some of his employees are not putting forth effort to master the process, those who have mastered the process are not putting forth enough effort to reach the production goals the company has given. When asked what was behind the employees lack of effort, the following reasons were given: some have said they cannot be successful with the process because they are not capable of the hand dexterity required, those who are not having difficulty with the process feel that it is not worth putting in extra effort to reach the production goals. The rationale behind those who are not having difficulty is there is usually no difference in wage increases among those who meet department goals and those who fall short of the goals, and they believe that workers at the company have to be very slow before their performance will affect their given salaries.
To solve this dilemma I believe we need to take a look at current motivation theory. Among current motivation theory Victor Vroom’s expectancy theory is one of the most widely accepted. Mr. Vroom’s theory argues that the strength of a tendency to act in a certain way depends on the strength of an expectation that the act will be followed by a given outcome and on the attractiveness of that outcome to th...
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...eir wages to the number of quality products produced under the new process thereby improving the rewards-personal goals relationship. Another option would a be merit-based pay plan where rewards could be introduced based on an objective performance appraisal based on realistic production goals under the new process.
Finally, whatever program is finally decided upon it would be advantageous to include the production employees in this process. Getting their feedback and ultimately their buy-in to the incentive program will potentially increase their enthusiasm for the process. In addition some employees complained they had dexterity difficulties with the new production procedures. Whether this is actually the case or due to motivation issues will need to be monitored closely, and any workers that cannot physically handle the process will have to be reassigned.
...esigned to realize the dream alive. Therefore, to ensure success in achieving these goals, the appreciation is important . If the lack of appreciation given to employees then there will be a decline in driving organizational productivity. If acknowledgment is given the workers themselves would feel appreciated when their welfare is not compromised. Employers should not underestimate the welfare of workers. Employees who are satisfied with the compensation and benefits given to them will not cause any problems for the employer . Instead, they will continue to work diligently and indirect labor productivity will certainly increase. So it is clear here that the intrinsic rewards are important parallel with extrinsic reward . Perhaps the workers see the rewards extrinsic more meaningful monetary , in fact, intrinsic rewards are more important as a reward for the future.
What drives motivation? How far will one go to achieve their goal? Does it mean compromising their ethical beliefs or will they succeed following their ethical compass? For many, they will do just about anything, include being unethical. No boundary, no barrier, no obstacle will stop them. A great example is Margaret Tate, an Executive Editor in Chief of a book publishing firm from the movie “The Proposal”. The movie depicts various management and observation behavior concepts covered in Organizational Behavior such as communication process model, power and counter power, the MARS Model, and values and ethics.
Arnold, J.A., Arad, S., Rhoades, J.A., &Drasgow, F. (2000). Theempowering leadership questionnaire: The constructionand validation of a new scale for measuring leaderbehaviors. Journal of Organizational Behavior, 21, 249–269.
The employee goal will be the production rate and every time they achieve that, bonuses shall be doled out.
...r investigate what sort of rewards or fringes would their employee’s desire compared to the old method of monetary incentives for the beneficial for the company”.
An incentive or reward system refers to a program designed by an organisation to reward high performance and motivate workers on an individual and group basis (Corby et al. 2009, p. 2). Rewards are useful to a company operating in a competitive market. Although used interchangeably, rewards and recognition where the former can be monetary or non-monetary but has a cost to the company, while the latter is meant to offer psychological reward, for instance, oral public recognition or end of the year award. While the company does not provide financial incentive, it provides non-financial in the form of cars for its Sales Division consultants. This improves the working condition of the employees, but it does not improve their financial stance. Wright (2004) notes that some employees are more concerned with status, for instance, an executive desk, attractive office or business card (p. 76). Such incentive make the jobs and company attractive.
Expectancy theory is one of the most widely used motivation theory. It is first proposed by Victor Vroom Yale School of Management in 1964. This theory is well supported by many evidence, and believe that the degree how people would act in a certain way depends on the strength of an expectation that the act will be followed by a given outcome, and on the attractiveness of that outcome to the individual.(Robbins et al. 2008) Two research-based articles which used expectancy theory to examine the factors impact target object in different circumstances are compared in this critique article.
This report is about understanding different personalities through a particular personality test and how companies can use these tests to better understand their employees.
Incentive reward engagement offers a win-win situation for the employees and the company. Kelleher believes that incentive is a form of recognition and builds engagement through company’s and employee’s obligations towards a common goal (2014). The company has a “Growth Incentive Scheme” for the production workers. Special monetary incentives are provided should the workers achieve the monthly output target. Through the rewards, employees feel motivated towards their work and thus, contribute towards the company’s
Over the past few decades, studying organizational behavior has become an important thing that needs to be understood by many people, organizations, and even companies. It has become very important, since organizational behavior can bring so many benefits for people and companies to achieve their goals well and organize it better. For example, organizational behavior can help companies to learn about how to deal with many people, cope with globalization, manages the companies wisely, and may increase performance and productivity of the employees (Usman, 2010). One of the examples of organizational behavior lesson that has become very important, especially for organizations and companies, is the study of personality and behavior. Personality
Stephen Robbins and A.J.B UBRIN think organisational behavior (OB) includes three interrelated influence and contact area of research: the behavior of the individual level, the group level and the organisational level behavior.
hierarchy mixed with limited informal communication between teams. In a hierarchical structure legitimate power is given to individuals who then use this power to direct work processes and allocate resources. There is direct supervision within groups. The corporate structure here is a hierarchical one, where the chain of command flows downward. This structure is different from other structures such as complete informal communication, and standardization because they are less rigid in there processes.
This Place management understands that every individual has a different aspect that incentifies him/her to work harder, so it targets each employee individually to find out what motivates each one of them and base their rewards on their research. There are a selection of universal rewards that all employees get, however This Place also introduces individual rewards ranging from financial bonuses, for financial-incentified employees, to extended holidays to employees who want more free time. However due to a flat hierarchical structure, the reward that the company can provide for employees that are promotion-incentified are very limited.
When it is discovered that a worker can fulfill the requirements of their job, but are experiencing shortcomings in doing so, many times it is believed that worker motivation may be the root of the problem (Laird 95). What, though, is work motivation? According to Laird (2006), “motivation is a fundamental component of performance “ and “is the reason that someone chooses to do some things and chooses not to do others”. In other words, work motivation is what energizes workers to the level of output required to fulfill a task, directs their energy towards the objectives that they need to accomplish, and sustains that level of effort over a period of time (Steers et al., 2004). In essence, worker motivation is what gets the job done. Employee motivation has always been a central problem in the workplace, and, as an individual in a supervisory position, it becomes ones duty to understand and institute systems that ensure the proper motivation of your subordinates. Proper motivation of employees can ensure high productivity and successful workflow, while low worker motivation can result in absenteeism, decreased productivity rates, and turnover. A large body of research has been produced regarding motivation, and much of this research is applicable to the workplace. Due to the nature of man, motivation varies from individual to individual, and, because of this, there is no one system that is the best for ensuring worker motivation in every organizational situation, and, as a product, many theories have been created to outline what drives people to satisfactorily complete their work tasks. Throughout the course of this document, the three main types of these motivational theories will be outlined and examples of each as well...
Indra Nooyi is the Chairman and Chief Executive Officer of PepsiCo. She was born October 28,1955. Mrs. Nooyi is married and has two daughters. She holds a B.S. from Madras Christian College, an M.B.A. from the Indian Institute of Management in Calcutta, and a Master of Public