Organizational Behavior HRM

Question: Discuss about the Organizational Behavior For HRM ? Answer : Introduction In a business setting, there are various written and unwritten codes of conduct that dictate and guide the conduct of people in an organization that is responsible for the maintenance and enhancement of inter- relationships between employees, employers, customers as well as the outside world. The organizational behavior is defined by Levy (2006) as the study of human behave in a corporate environment and the organization itself. Individuals exhibit different behaviors when acting their roles within the organization than when acting separately from the organization. Human behaviors are unique and independent from person to person. Theories help in conceptualizing the human behavior. C11 It is evident that in an organization, some employees will raise concerns regard to dissatisfaction in their workplace. For instance, employees may be dissatisfied about uncooperative managers and supervisors in the place of work or low compensation rates. Dissatisfaction at the workplace is a big concern because some employees will opt to leave their jobs especially if they happen to find better opportunities (Rose, 2017). An organization may retain employees for a long term if they provide motivation to them and value them as valuable assets to the corporation. Motivated employees develop a positive attitude towards their job resulting in productivity. Moreover, it is essential for the manager to dig the reasons why the employees are dissatisfied and considerably come up with the best solution. Rose (2017) identifies that underpayment is always the primary reason why workers are always dissatisfied. Employees lack interest and become unhappy. Additionally, some individuals hate mon otonous jobs which happen to generate boredom thus they end up having little incentive to concern them with productivity. It is said that happier employees are more productive in their workplace. An experiment conducted in Britain consisting of 700 people by the Social Market Foundation showed that productivity of employees increased up to 12% and it also went on higher to 20% above the level of control (Melissa, 2014). For decades the link between the employees attitude and their performances is known. One finding showed that decreasing the number of working hours saw that productivity tended to improve in the long run. Other behavioral outcomes such as real-world shocks ranging from mourning as well as matters that are connected to families are also connected with employees performances. There is a causal link between decreased employees performance and their unhappiness which had an effect which can last up to two years. Dr. Sgroi suggests that scientific support that is meant for generating happiness cycles by the workforce is seen to improve employees performances. C12 Job characteristics theory developed by Hackman and Oldham is on the basis that task itself is crucial in employee motivation. They say that tedious, as well as monotonous jobs, wears away motivation to perform better and on the other hand, those jobs that are challenging are associated with motivation. In this case, then job challenges should be encouraged, and the two ways that this is possible is through job enrichment and job rotations. According to the theory, there are five key features of tasks which are; task significance, task identity, skill variety, feedback, and autonomy. All the five characteristics have a psychological state such as; experienced meaningfulness, knowledge of the actual results as well as experienced responsibilities. The combination of the five job characteristics forms a motivating potential score for a job which can be used as a potential to gauge how a particular situation is affecting an employees attitude as well as the behavior. It is said that every job has the five characteristics to either a greater or a lesser extent. The work of the job design matches the work performed by the employees to the characteristics. I can help employees in DrainFlow commercial plumbing and maintenance firm more satisfied with their work through many ways. First I would increase their pay. The pay increase is always associated with increased motivation to the workers. Another thing improves morale is reduced number of working hours. Employees are always said to feel motivated when they have the number of their working hours reduced and will thus try their level best to do their work better. C13 According to Robbins (2009) motivation is one of the most practical tools that inspire excellent service by employees which results in the achievement of the set goals and objectives. Empowering the employees motivates the staff, therefore, increasing their productivity. Motivation is an important aspect since it assists them in understanding and management of the work behavior and the supervisor. To ascertain and reach the desired level of performance of the employees, the organization should consider using various incentives such as financial incentives in the program. Employees are given rewards in exchange for their work in the organization since they bring in their talents, experience, skills, commitment, integrity, effort and goodwill. Financial incentives act as a motivation tool to affect the performance of employees, where managers offer rewards and benefits such as increased wages and salaries, fringe benefit and perquisites based on employee performance (Robbins, 2009). They also come in the form of commissions, bonuses, which are determined by the illegibility of employees to be given such so as to improve efficiency and boost employee productivity. Use of monetary incentives, therefore, have many pros such that it acts as an effective, straightforward means of influencing primary employee behavior such as time keeping as well as employees initiative to work extra time so as to meet deadlines (Vroom, 2008). It also acts as a way of improving employee morale and retention, since some employees have skills, knowledge, and experience that is not readily available in the market and would take more time to train others. Monetary incentives act as a quick and fast tool for accomplishing short-term organizational sh ort-term goals and objectives because they help improve employees attitude towards their positions and jobs as well as improving the working conditions, which as a result increases employee productivity as well as help counter behavior problems. Having said this, it would be advisable for Lee Reynaldo to introduce or suggest the use of the monetary incentive mechanism to improve the performance of the plumbers and the office workers so as to improve job satisfaction for the customers (Levy, 2006). However, Lee Renaldo should not make a hasty decision into using a lot of funds into motivating employee performance through monetary incentives. This is because they may fail to accomplish the desired motivational motive and rather be interpreted as a right and staff may end up feeling entitled to such by right and not by eligibility. More so, they can create frustrations in employees if there are perceptions of poor performance from particular individuals, and thus can be de-motivating, such that the program does not fulfill the intended objective. In case problems arise as a result of implementing financial incentive programs so as to achieve customer satisfaction goals, Lee Reynaldo and the company can decide to take another turn and use alternative methods of motivation such as non-monetary privileges such as recognition, good working conditions for plumbers and office workers, training and career advancement opportunities. The opportunities presented will be essential in the long run benefits the company, employees as well as customer satisfaction. Recognizing an employee enhances motivation to perform to the full capacity in the workplace towards attaining the goals set. It is important to note that motivation varies from one person to the other. References Levy, P. (2006). Industrial/organizational psychology: Understanding the workplace. Boston: Houghton Mifflin. Melissa, H. (2014 , March 21 ). New study shows we work harder when we are happy . Retrieved March 17, 2017, from Warwick: https://www2.warwick.ac.uk/newsandevents/pressreleases/new_study_shows/ Robbins, S. (2009). Organisational Behavior. Cape Town: Pearson. Rose, J. (2017). Key Reasons for Job Dissatisfaction and Poor Employee Performance. Retrieved March 17, 2017, from Chron: https://smallbusiness.chron.com/key-reasons-job- dissatisfaction-poor-employee-performance-25846.html Vroom, V. (2008). Work and Motivation. New York: John Wiley.