By definition, organizational behaviour can be defined as a systematic study that utilizes application knowledge in regards to how individuals and groups react within the organization they work (Schermerhorn, 2005). Hence, organizational behaviour tends to create some form of discipline unique only for an organization. Therefore, the overall motive behind studying organizational behaviour is for the purpose of attaining several outcomes, good example includes work attitudes (job satisfaction and organizational commitment) and job performance (customer service and counterproductive work behaviours). Therefore, if one sets up of a correct organizational behaviour means that you are more engaged with you organizational members or employees thus the job delivered will be great as the stress levels lower, this makes decisions effective and work delivered by employees efficient (French, 2011).
Hence, in regards to our case study to effectively analyze the organizational behaviour we are going to utilize the employee engagement theory, organizational justice and equity theory of motivation to analyze our case study.
Looking at employee engagement theory it simply looks like common sense, but according to Bridger (2015) leaders in an organization must ensure that they engage employees to make sure that they are fully switched on to their jobs. The idea behind this theory entails that employees must be fully committed in a similar manner as the employer in regards to care of the business. Hence, employer engagement according to Bryne (2015) simply means that employees are fully involved and interested in working so as to hold their attention and inspire them to do their best. In regards to our case study, Fiona’s father is seen effectively applying this theory of employee engagement. Perhaps, it would be vital to at least try and outline how the old organization had motivational elements that pleased employees and the elements removed by Fiona during his reign in the organization.
Hence, due to the above-discussed factors, XYZ Company did well over the past five years. The number of training consultants had increased significantly, and consultants were happy, treated fairly, received manageable workloads, and they also kept informed key happenings at XYZ through Friday meeting. It was unfortunate that Tim was diagnosed with a heart condition and gave out power to Fiona as the managing director. Therefore, the changes made by Fiona that discouraged employee engagement include:
On the other hand, using organizational justice and equity theory of motivation we could explain that the training consultant behaviour of the employees is distinctive. This is because the degree of fair treatment in relation to what other employees received could be postulated as an influence of motivation and performance (Overhaus, 2002). Hence, this tends to include their mixed intention as to whether they should stay or leave the organization. On the equity aspect, treatment can be related to the comparison made within or outside the organization. Therefore, in regards to our case study training consultant behaviour can be judged as procedural justice, this is because there tends to exist no fairness in the decision process in Fiona system compared to Tim. Perhaps, it would be significant to make analysis using procedural determinants to analyze and explain the employee’s character which are:
Consistency- in our case study Fiona built a new form of management where there was the introduction of HOD, and there is no consideration of staff appraisal. Therefore, there was no consistency as employees were work overloaded compared to Tim’s reign they felt that they should quit their job.
Accuracy- Fiona never took part in the Friday meeting. Staffs were to report to their HOD in case of anything. Hence, employees saw no significance of reporting any challenges that may affect the firm.
In conclusion, the maintenance of organizational justice and engagement should be key priorities for a firm. This is because it reduces the levels of incidence of workplace deviance, disengagement and counter productivity workplace characters. It also tends to encourage positive attributes such as trust and consistent communication.
Overhaus, M. (2002). Equity derivatives: Theory and applications. Hoboken, N.J: Wiley.
Truss, C., Delbridge, R., Alfes, K., Shantz, A., & Soane, E. (2013). Employee engagement in theory and practice.
Garber, P. R. (2013). The manager's employee engagement toolbox.
Byrne, Z. S. (2015). Understanding employee engagement: Theory, research, and practice.
King, D., & Lawley, S. (2013). Organizational behaviour.
Schermerhorn, J. R. (2005). Organizational behaviour. Mississauga, Ont: J. Wiley & Sons Canada.
French, R. (2011). Organizational behaviour. Hoboken, N.J: Wiley.
Mustafa, A. (2013). Organizational behaviour.
Arvinen-Muondo, R., & Perkins, S. J. (2013). Organizational behaviour. London: Kogan Page.
Buchanan, D. A., & Huczynski, A. (2013). Organizational behaviour.
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