Organizational Behavior at Lien a Land Inc - Essay Example

Lien A Land Inc., Hoang is an employee of Lien A Land Inc., a real e investment Company that deals in buying and selling of real estates. The company also purchases land, develops it, and then sells the developed property to its clients. In situations where a client possesses land but is not in a position to develop it, the client can negotiate with company for a trade in, wherein the client is given an already developed property, in exchange for the bare land. Hoang has worked for this company for a period of 3 years, as a senior marketing representative. During his tenure, he has done a remarkable job that has seen the company acquire a large client base and grow from a medium to a big company now, growing its asset base to eight times since its inception. Though Hoang joined this company with only a diploma in sales and marketing, he has afforded to study a higher diploma and a degree in this field. This has significantly improved his sales knowledge. However, for the last six months, Hoang does not seem to be enthusiastic about his duties and his performance is noted to be deteriorating. Hoang has of late been discovered to have a lot of complains about the nature of his work, an issue that seems to affect the other junior staff in the marketing department. Consequently, the department is noted to have declined in its performance, notably for the past six months, having little growth in customer base achieved during the period. His manager, Mr. Nguyen, is deeply concerned about Hoang performance. He has confronted him severally over this issue. After this confrontation by the manager, Mr. Nguyen, Hoang feels offended and threatens to quit his job. He goes on to write a letter of resignation, citing the manager’s confrontation, as well as lack of promotion as the reasons. The manager is in turn aggrieved by Huang’s claims because he had increased his salary to match that of the marketing manager. The manager decided to let Hoang quit his job, but on a second thought consider his important role in the organization. This conflict reaches a stalemate and calls for the indulgence of the company owners to resolve the dispute. In an attempt to know why this is happening, the management set to give Hoang an audience, so he can raise his grievances. When he presented his case, the management understood that Hoang was demotivated, since he expected the management to promote him to the rank of sales and marketing manager of the new branch they had established in a different city. Contrary to his expectation, the management had promoted one of the junior employees to this position. The manager, Mr. Nguyen explained that this happened because Hoang was instrumental in the main branch of the company since he had access to most of the company’s clients had had established a cordial relationship with them. The company had however, increased his salary to match that of the marketing manager in the newly established branch. Upon this realization, the company had to do something to revive the performance of the marketing department, which is the backbone of this company. The lack of enthusiasm and poor communication between the marketing department and the clientele needs to be improved urgently, to keep the company on the good performance path. Diagnosis: According to the MARS model of individual behavior and performance, an employee’s performance is a factor of their ability, situation, and motivation (McShane and Glinow, 2010). Later on, the individual perception, as regards his duties was discovered to be another determinant. In any situation where one of these four factors is missing or negative, then the individual’s performance will certainly dwindle. Though Hoang has the ability to perform excellently owing to his acquired experience, knowledge, and skills, coupled with the salary increase motivation, and provision of suitable working conditions, the role perception he has is negative. While the management thought that increasing his salary to match a marketing manager’s level, they misunderstood the perception of Hoang towards the rank. Being in the rank of a marketing manager would have motivated him more that the salaries increase. By just allowing, him to sit in the office supervising and coordinating the sales and marketing activities, Hoang would have performed even better. Therefore, the situation of Hoang, as regards physical work needed to change to motivate him even more. Thus, even though Hoang has the ability and salary motivation, the situation and role concept factors are negative on his side (McShane and Glinow, 2010). Prescription: Owing to the excellent performance of Hoang in that company for the last three years, it is not worth sacking him. He is noted to have a good access to the clientele of the company, and substantial experience in dealing with them. Any act of laying him off would be detrimental to the company. Therefore, to maintain the good performance of the company and increase its growth even more, the company needs to improve on the role perception of Hoang’s duty by allowing him function as a manager. The salary increase awarded to him should also be retained. Action Plan The owners of the company decided to review the whole promotion strategy. Any employee who has worked with the company for duration of three years was to be promoted and their salaries increased. Conflicts affecting employees and the management were to be resolved by the owners of the company from then on. The company decided to have Huang act as a sales and marketing manager. This was in spite of the fact that there already existed another manager. The top management and the company’s ownership were to meet and create another docket foe the sales and marketing manager, making them two in the main branch of the company. The two managers will share the responsibilities, with Huang handling the field and client access issues due to the tight connection he has with the clientele. Rationale The company has the set objectives, visions, and missions. However, this should not be achieved at the expense on the employee’s interest. Although the company wanted to retain Huang in its main branch to achieve its growth and performance objectives, it also needs to consider Huang’s job situation and role perception and then align it to suit its vision and objectives. Work Cited McShane, S. and Glinow, M. Organizational Behavior: Individual Behavior, Personality, and Values, McGraw Hill companies: Read More