Workplace Analysis

To understand Engstrom’s issues of low morale as well as diminished employee productivity and quality, workplace analysis is fundamental. Using the human behavior perspective, this analysis focuses on existing workplace organizational issues and their root causes. Moreover, the paper discusses the impacts of poorly aligned and administered human behavior theories and concepts on these organizational issues.

Workplace Analysis: Organizational Issues Engstrom workers have low morale due to intrapersonal and interpersonal conflicts. The interpersonal/intrapersonal process that develops from different forms of disagreements is called conflict (Newstrom, 2014, p. 288). Intrapersonal conflict occurs within individuals as a product of competing

One of the essential tasks of the management is identifying and solving workplace conflicts which Bent failed to accomplish. Several sources of conflicts are organizational changes (e.g. layoffs and change in ratio), different values (employee priorities versus corporate profits), threats to one’s status (employees; beliefs that they deserve the bonus), contrasting perceptions (beliefs on how the Scanlon Plan should work and how the management should handle downturns), lack of trust (employees’ distrust in management), and workplace incivility (Newstrom, 2014, p. 290), all of which are present in Engstrom. Workplace incivility pertains to the lack of respect in the organization (Newstrom, 2014, p. 290). Consequently, unresolved conflicts have diverse individual and organizational impacts. Fusch and Fusch (2015) studied leaders' conflict resolution strategies in the production line and learned that poor conflict management contributed to lower productivity and performance. A manager who cannot resolve intrapersonal clashes and identify work conflicts can indirectly contribute to displace organizational performance and morale

Reward power refers to the ability to offer material rewards, while expert power pertains to the authority of knowledge (Newstrom, 2014, p. 290). Employees could not trust the management who has lost significant power in the past few years as the management decreased reward power and expert power, particularly in the ability to handle organizational conflicts. Cuadra-Peralta, Veloso-Besio, Iribaren, and Pinto (2017) conducted a quasi-experimental, pretest-posstest study to determine if social skills and leadership styles would impact organizational climate (OC) perceptions and company performance. After an intervention of two months, findings showed moderate-to-high impacts on OC apart from high sales and company position. In relation to Engstrom, the management failed to apply social and leadership skills that could have improved OC and performance during challenging times. The management mainly used the resolution style of avoidance and behaviors of non-assertiveness (Newstrom, 2014, p. 300) that did not positively affect how employees felt about the management and the organization which resulted in diminished morale, commitment, ethical acts, and