Factors Influencing the Behavior of Employees in an Organization - Essay Example

Factors Influencing the Behavior of Employees in an Organization Factors influencing the behavior of employees in an organization Introduction In the highly competitive business environment, creating and organizing an effective workforce that is able to make valuable contribution becomes extremely crucial. The employees are the pillar of the organization and their work disposition greatly influences their performance and organizational outcome. Indeed, employees’ performance is closely related to human behavior. Various internal and external factors influence and affect individual employee behavior. Arnold et al (2010, p.310) affirm that motivation has emerged as one of the leading factors that ‘push us or pull us to behave in certain ways’. A happy workforce is better equipped to contribute constructively to the shared goals of the organization for higher work performance as psychological well-being is associated with the psychological well-being of the employees (Cropanzano & Wright, 2001). Dowling, Festing & Engle (2008, p.120) assert that each worker is unique with feelings, emotions, expectations and frames of references that is distinct to him/her. Consequently, individuals or employees require constant reassessment, evaluation and capacity building within the work context in order to meet the new challenges of time. Scholars reveal that within work environment, workers experience different physical, social and psychological influences that impact their work place behavior and subsequently their performance. The issues have to be addressed with innovative approach that considerably enhances their work satisfaction. Case study of Stockington branch of Superbrand, a leading retail organization of UK is undertaken to analyze factors that influence employees’ behavior. Brief outline of Superbrand retail chain and its Stockington branch It is one of the leading chains of supermarket in UK with focus on food items. It has more than 1000 medium and large supermarkets and around 450 convenience stores. It has a wide range of products ranging from exclusive to low cost products to meet the requirements of different demographic segments. It is renowned for excellent customer service and quality products. The Stockington branch is facing some difficulties for the last nine to twelve months. A new supermarket in the town has put pressure on the sale. Currently it has employed 31 managers supervising 500 strong workforce including permanent, part-time and temporary workers to meet the demands of fluctuating numbers of customers. It has weekly turnover of £1m. The branch has 6 departments with checkouts department having maximum numbers of employees, high absenteeism and lowest satisfaction level. Grocery department has relatively fewer employees but it is best managed with highly satisfied staff. The night shift has smallest number of workers with five full time staff and part time workers. It is the most mismanaged department with high staff turnover and high ‘wastage’. Empowerment of the workforce Empowering workforce with relevant information so that they can make decisions based on informed choices become crucial enablers for employees. The main reason is that it inculcates confidence and greater sense of responsibility amongst the workers which serves as motivation for them to achieve shared goals with zeal. When employees are empowered to make decisions independently, they do so with heightened sense of responsibility which ensures that they give their best. Grocery department has the least wastage because the manager creatively exploits their competencies by seeking their advice and engaging them to look for ways to improve performance. Participatory approach of the management and employees Participatory approach of the management promotes equity that also empowers the workforce. It becomes important that effective organizational leadership ensure and create facilitating work environment for its workforce. It encourages collective decision making and sharing of ideas. As a result, workers become strong team, developing a strong sense of togetherness and collective responsibility that is reflected in the increased output and improved performance of the organization. Effective communication helps to promote understanding between the managerial leadership and the employees (Giancola, 2007). It highlights the benefits for the organization as well as for the workers. Indeed, if employees feel like they are an integral part of the organization and partners in the success or failure of an organization, their performance gets significant boost. The lack of communication within the night-shift is a prime example of missing target and inadequate leadership initiative of shift manager which do not motivate employees for higher performance. Individual motivational needs Maslow argues that people are motivated by the hierarchy of needs that they tend to align with organizational goals as a means of achieving them (Schwalbe, 2007). The hierarchy of needs comprises of self-actualization, status, acknowledgement, reward and retention. These are factors that affect employees’ performance if they feel that the present work environment is not satisfying their needs as mentioned by Maslow. Maslow (1943 p.370-96) believes that while physiological needs are at the lowest level, people strive to achieve other needs as they are satisfied. The five step model of needs has considerable impact on the motivation of the workers that is reflected on their performance. External and internal environment factors Internal factors are linked to the performance management including remuneration, performance appraisal, job satisfaction, etc. Armstrong and Baron (2005) assert that the performance management relies on effective management of individuals and team. The merit based remuneration and pay equity instills confidence and promotes mutual trust building. While financial compensation is vital element of improving and improvising performance outcome of the individuals, other factors like job satisfaction, incentives and fringe benefits, effective appraisal system, new opportunities of personal and professional growth, etc. have also evolved into powerful tools to influence employees’ behavior and performance. The criteria for job satisfaction often vary but it invariably encourages retention, quality and consistency in work paradigms. Armstrong & Baron, (2005) insist that it is directly linked to improved work performance, high values, better health, reduced absenteeism and motivation. Employers tend to employ people who fit the job description and provide facilitating environment that boosts their morale. Employees’ commitment to work is increased through shared values and shared learning. Employees at Checkout department are not satisfied because they feel they are not valued as nobody listens to their problems. Armstrong &Murlis, (2007) claim that effective appraisal system is an important aspect of rewarding employees that also serves as an important feedback for others to improve their performance. It is measured against established standard that help to make decisions regarding promotion, compensation, training, firing etc. The standards are regularly communicated to employees and results are discussed with employees so that corrective actions could be taken. The 360 degree review appraisal has increasingly become popular as it promotes an unbiased approach and includes feedback on employees’ abilities from different stakeholders. Fair appraisal system boosts emotional security which is inherently linked to human behavior. Indeed, fair promotional avenues along with adequate financial incentives help create a cohesive and committed workforce. Effective communication and feedback system helps the management to understand workers’ expectations, their needs and their requirements vis-à-vis job fulfillment and job satisfaction, etc. It helps to build an environment of trust and mutual respect that contributes to higher work productivity and commitment to the organization. The branch seems low at communicating important messages to the workforce. Organizational culture Organization consists of diverse people who co-exist and conform to certain social norm and hierarchy and work towards common goals. Organizational behavior basically refers to the interaction of employees in a given organization and analysis of individuals and groups characteristics in order to better understand, predict and improvise the work place that will result to enhanced performance. Organizational culture is defined through shared vision and collective goals of the organization which is developed by sharing information or through the messages and stories that are shared amongst the workforce (Bloisi, cook and Husaker, 2007). It is fundamentally linked to understanding of organizational behavior that impacts the performance outcome of the employee and thereby, the organization. Organizational culture is developed over a period of time and endows workers with sense of stability and desired motivation for enhanced outcome. It evolves over a period of time through shared learning and having common goals. It is critical input that hugely facilitates workers to become part of the organization and contribute to improved performance through hard work, commitment and loyalty. Schwenk (1997, p.4) emphasizes that employee’s absolute commitment to a shared vision of change is seen by many leaders/ change agents as so important for their organization’s continued survival’. This is vital imperative that enables better understanding of diverse workforce and motivates them to perform better, leading to higher organizational productivity.In he case, the branch lacks effective organizational culture of shared learning that promotes better understanding across the staff, including permanent, part-time and temporary workers as they remain segregated Leadership style Mullin (2010) says that managerial leadership approach to organizational behavior is the key ingredient that impacts organizational effectiveness and work performance. Effective leadership acknowledges the importance of people’s participation in the overall strategy of having common goals through shared learning. The leadership must make efforts to involve employees in the decision making process and engage them in constructive dialogue. It promotes confidence building and strengthens an interpersonal understanding with the group (Boddy, 2008; Pettinger, 2002). Thus making managerial leadership an intrinsic part of the work process that is distinct in the stability provided by the system and the integrated approach of the workers. In the contemporary times, situational leadership’ becomes highly relevant in the context of globalization which has promoted a multi-cultural work environment where people come from different race, color and culture. It endorses dynamic leadership that uses different leadership traits as per the demands of the situation or issue. The key trait of situational leadership fundamentally relies on effective communication, ethical consideration and values to facilitate better understanding of myriad issues across the workforce (Meyer et al., 2007; Hasard and Parker, 1994). The various managers of different departments at Stockington branch have varying degree of leadership initiatives. While manager of grocery department has dynamic ideas and involves workers to sort out problems, night-shift manager is least bothered to motivate his temporary employees to have SMART goals and achieve them efficiently. Health and safety for employees This is very important aspect within an organization that ensures workplace security by benchmarking measures for workers’ health and safety. It provides them with safe working environment and promotes health imperatives for their overall well-being. It helps earn workers’ loyalty and confidence on long term basis thereby inculcating positive attitude and greater conformation to the ethical considerations. Training and development Providing employees with wide scope of personal and professional growth through training and development equips them with necessary skills and knowledge to meet the challenges of time effectively. Early job orientation followed by regular training not only helps them to understand the changing dynamics of the business but it also rejuvenates them to tackle new workplace situations with greater confidence. While, the staff undergo orientation program but it is often not followed by regular training. Managers are also not trained. Recommendations All employees should be regularly trained so that they are better equipped to tackle new challenges. The managers should also undergo training programs that hone their leadership skills. The managerial leadership needs to promote more facilitating organizational culture that is based on shared learning. Older and permanent staff must be encouraged to engage temporary and part time workers so that they are motivated to higher performance. Effective communication system must be introduced by managers to disseminate important information, target, incentives, penalties etc. Weekly sessions of brainstorming ideas and discussing feedbacks from the employees would not only inculcate confidence and motivate staff but also would also increase staff loyalty when they know that their problems are listened. It is important to understand their problems, expectations and other things that might be adversely impacting their workplace behavior. Bibliography ACAS. 2012. The future of health and wellbeing in the workplace,Available http://www.acas.org.uk/media/pdf/7/k/The_future_of_health_and_wellbeing_in_the_workplace.pdf[29 November, 2014]. ACAS. 2014. Discipline and Grievances at Work,Available http://www.acas.org.uk/media/pdf/3/t/Health-work-and-wellbeing-accessible-version.pdf[29 November, 2014]. Armstrong, M. &Murlis, H. 2007. Reward Management, 5thedition, London: Pearson. Armstrong, M and Baron, A. 2005. Managing Performance: Performance Management in Action, London: CIIPD. Arnold, J. et al. 2010. Work Psychology: Understanding Human Behavior on the Workplace, 5th edition, Harlow, UK: Prentice Hall. Bakker, A.B. and Schaufeli, W.B. 2008. ‘Positive organizational behavior: engaged employees in flourishing organizations’Journal of Organizational Behavior,Vol 29, No 2. Pp.147–154. Bevan, Stephen. 2010. The business case for employees health and wellbeing [online] Available http://www.theworkfoundation.com/downloadpublication/report/245_245_iip270410.pdf [29 November, 2014]. Bloisi, W., cook, C and Husaker, P. 2007. Management and OrganisationalBehaviour, London: McGraw-Hill. Boddy, D. 2008. Management - An Introduction, London: FT Prentice Hall. Bratton, J. & Gold, J. (2007)Human Resource Management, Theory and Practice, Basingstoke: Palgrave. Read More