The Organizational Behaviour Concept - Essay Example

Organizational Behaviour and Negotiations Name: Course: Tutor: Course: Institution: Date: This article delves into the topic or organizational behaviour. In this regard, it upholds the recognition that the nature and aspects of an organizational behaviour are influenced by a series of issues and conditions. Therefore, in order to discuss the organizational behaviour concept, this article offers a review of the selected articles on performance appraisal by Winston (1972) and work design by Walton (2000) as organizational behaviour (OB) elements. The article offers a comparison on the two articles highlighting the key similarities both theoretical and empirical on the articles as well as any variances between the two O B aspects. One striking similarity between the articles is the observation on the role of employee motivation and performance to OB and overall organization performance. In this perspective, both organisations have a similarity in that on one hand, the article on employee performance appraisal establishes that through appropriate appraisal systems and methods in organisations, employee performance and motivations are increased. In this regard, as Aswathappa (2005, p.228) argued the communication of performance as well at the laying out of the desired outcome frameworks as well as regular interviews and meetings with employees on their performance, a measure in performance appraisal increases and promotes the respective employees motivation, developing a motivated organizational culture (Winston, 1972, p.62). On the other hand, and on a similar approach, the evaluation by Walton (2000, p.89) on organizational work design argues that the nature and structure of the respective job descriptions and designs influence the respective employees’ motivation. In this regard, the evaluation established that through proper job ad work designing strategies, organisations achieve an increasingly productive workforce that enhances the development of a motivated human resource workforce culture. Employee performance and the eventual development of a motivated organizational culture rely on the existing human resource motivation. Therefore, through this evaluation it is evident that both articles share the theoretical ideology and perception that employee motivation through both proper works designing as well as performance appraisal directly influences organizational workforce culture. An additional similarity between the two articles is their realization of the role of context and objectives evaluation. In this regard, the articles argue that the concept of OB relies on the existing internal and external organizational contexts. Therefore, they both argue on the need for contexts application in respective organizational behaviour aspects. On one hand, the article on performance appraisal by Winston (1972, p.63) establishes that there exist a series of alternative methods on performance appraisal. Among the listed ones include the critical incident appraisal as well as the management –for-objectives approaches. In this regard, the article argues that none of the organizational performance appraisal systems is ideal for all situations. However, in order to overcome the challenges, the article, similar to the argument developed by Liu (2005, p.24) recommends the application of contextual analysis in which different performance appraisal systems are applied in differing contexts. Similarly, the article developed on work design offers a similar approach in the market. In this regard, the evaluation argues that the nature and contexts of work environment influences the type of work design developed in a nation. In this regard, the article develops an argument that organizational work designing process should be based on the existing organizational contexts (Walton, 2000, pp.89-90). Therefore, instead of relying on rigid standard work designing frameworks, the article argues on the need to incorporate diversity in context on both internal and external organizational environments. Based on the above analysis, the comparison establishes that both articles agree and share the argument and theoretical perspective that the dynamic organizational environment implicates the OB aspects. Therefore, based on the evaluation, both articles argue on the need and relevance for organisations to consider the dynamic changing environment. As such, the articles argue that in developing organizational behaviour decisions both on performance appraisal as well as on work designing. Thus, on that account it is evident that both articles emphasize on the role of context evaluation to the success of organizational behaviour strategies. An additional similarity between both articles is the emphasis of matching of strategies with the objectives. In this regard, both articles share the argument that in order to enhance organizational behaviour success, it is imperative for the management to align the processes with the overall organizational strategies. On one hand, an evaluation of the performance appraisal article argument evidences that the application of each of the methods should be based on the overall strategic objective. In this regard, the article argued that one of the major challenges facing performance appraisal systems is the lack of a congruence and synergy between the organizational need and the appraisal system objectives (Winston, 1972, p.66). Therefore, in this case, the article argues that increased performance appraisal in organisations can only be achieved through the development of clear systems objectives. Similarly, the article developed on work design develops a similar argument. In this case, the article argues that the success and efficiency of any adopted work design is reliant on its relationship with the overall goals. As such, the article argued that in order to decide on the nature and type of work design approach appropriate, it should be aligned and related with the overall objectives (Walton, 2000, p.93). This as Murray, Murray, Poole and Jones (2006, p.268) stated, evidences that under OB management the development of relationships and synergy between practices and organizational strategic objectives. Based on an evaluation of the studies, this evaluation concludes that both articles adopt a shared theoretical perceptive. In this case, the studies have three key theoretical and perspectives similarities. In this regard, aspects such as employee motivation role in the development of an organizational culture emerge as shared belief by both articles. Moreover, the articles argue that an organizational context especially under the external environmental influence should be considered and evaluated and considered when developing performance appraisal and work designing processes. Moreover, the evaluation reveals that both articles argue on the need for organizational behaviour practices to be evaluated and examined against the overall organizational strategic goals and gains in the market. As such, the evaluation concludes that all aspects of an organizational behaviour applied shared values and principals whose adherence and conformance increases an overall organizational performance efficiency and strategic success in the long run. References Aswathappa, K. 2005, Human resource and personnel management: Text and cases, Tata McGraw-Hill New Delhi. Liu, K. 2005, Virtual, Distributed and Flexible Organisations: Studies in Organizational Semiotics, Springer Science + Business Media, Inc Dordrecht. Murray, P., Murray, P., Poole, D., & Jones, G. 2006, Contemporary issues in management and organizational behaviour, Thomson Learning, South Melbourne, Vic. Walton, R 2000, "Work Innovations in the United States," Harvard Business Review pp.88-98 Winston, O., 1972, 'Make performance appraisal relevant', Harvard Business Review, vol. 50, no. 1, pp. 61-67. Read More