Organizational Affective Commitment and Leadership Member Exchange Theory - Susan and David - Case Study Example

sрitаlity Маnаgеmеnt Саsе Study Name Affiliation Analysis and Discussion With reference to the case study, there are two human resource problems that are linked to it. The first issue that has failed to be addressed by the manager to the organization is leadership will the second problem is lack of motivation and commitment to employee’s needs and demands. Leadership Leadership is significantly the spirit and the core factor of an organization. Due to the failure of leadership skills by the management Susan and David have failed to have job satisfaction. Those in-charges of the management organizations are not only responsible for the affairs of the employee (Marrow, 2005 p.14). As the manager according to the case is entrusted with communicating organizations ideas, goals, vision, and objectives to the clients, the manager is also responsible for implementing and maintaining the system and rules regarding the employee’s retention, promotion, as well as dismissal. Thus, at all levels leaders are given the mandate of becoming spokesmen/women of their organizations. According to the events and activities experienced in case it means that leadership has failed hence employees such as Susan and David are not happy with they stay in the organizations. In order to address the importance of beefing up leadership to the organizations the following theories will be essential in addressing the problems that Susan and other employees are facing (Kovach, 2004 p.9). Organizational affective commitment and Leadership Member Exchange Theory According to Bowditch (2007), Dansereau a leader should take different methods and approaches when dealing with employees or subordinates while the employees on return should be able to respond on a different way that suggest correct receivership of information communicated. Hence, emergence of different leadership relationships between managers and employees will emerge. Due to limited resources and time leaders tend to articulate their special relations with a small group of employees. The small group will receive small favours, benefits and trust. As a result, this will create less or limited cohesion amongst employees creating working divisions at the work place. Quality and standard leadership also have positive impacts to staff attitudes regarding the organization since all organizations members are able to exchange their relationship correlating to the organization's vision and commitment. According to Kohn (1993) leaders are agents as his/her words will influence the running and flow of the organizations decisions. He also notes that the improvement of the manager and employees relationship will enhance staff affections and commitment since job satisfaction will be achieved. The theory is related to the case study in that if the executives of Susan’s organization are able to improve their relationships with the employees then a clear understanding amongst them will be elevated, and if this level is attained then Susan, David and other members of the organization will have the best place to work different from the current situation (Kohn, 1993 p. 32). Organizational Support Theory According to the above theory, employees tend to believe that on the workplace, comprehensive awareness of the organization evaluation towards employees as well as the care the organization offers the employees is a significant process in creating animosity in the organization thus reducing the tension among employer and employee. Organizations support is based the human qualities within the organization and must be within the eyes of the employees, build according to the organization’s culture, based on punishments and rewards, and payments and benefits of employees in the organization. As in the case at Susan’s organizations, the rewards and benefits as well as payments of employees have failed to lead to the dissatisfaction of employees in the work place. When employees are aware of the organizations admiration, attention, support and respect that is created towards them they will show positive returns towards that. According to the case study it will important and considerable if the organization leaders will be able to show respect towards employees by adhering to the promises they give to the employees since commitment is a clear indication of effective leadership that can lead to improved output. It is also important that communication- an aspect of quality leadership is maintained at the highest level in an organization since with effective communication the managers and employees will be able to transmit information with ease from one department to the other within and outside the organization for the success of the firm or business (Hellriegel, 2002 p.23). According to David’s case the managerial team failed to communicate effectively with other members within the organization hence lead to delink between the employees and the administration. Motivation Motivation is a sophisticated and involving subject in Human Resource management. Current organizations managers seek to deal and face the matter with care so that they can attain organizations success (Grayson, 2008 p. 45). To understand and enhance motivation, organizations managers and leaders have to determine differences of employee’s motivation and ascertain the differences in staff needs. In addition, the managers should be aware of the changes in the motivational factors that arise over time as well to learn previous and latest motivational programs and theories that beef up the understanding of motivation so as to enhance their ability to identify and determine the relevant reward and punishment systems to use in their respective organizations (Herzberg, 2009 p. 7). In case of the case study, the reward system has failed to work hence the cry from employees like David and Susan. The manager has failed to reward Susan despite the fact the fact that she has worked with the organization for a long duration of time. Promises of increase in the level of salary were made, as well as other terms of service like an improvement in security have all not been adhered to placing Susan in an awkward position in the organization. According to organization behaviour researchers among other scholars, it has been noted that the level of organizations motivation is an essential tool towards the success or an organization (Daft, 2004, p. 12). In order to understand the problem existing with Susan’s organizations, motivational theories will play a significant role in determining the measures to be taken so as to solve the problem. ERG Theory According to Goddard (2009), individuals have three sets of needs that have to be addressed so that he/she can be motivated to work: growth, relatedness, and existence. In order to exist an individual will need food, shelter and clothing. Related needs are met by creating good interpersonal relationships with other members of the organizations while growth of an individual is achieved through the income he gets. Therefore, if an individual is frustrated to attain the growth needs then related needs will emerge as a key motivational force limiting him/her from meeting higher level needs making an employee go for lower levels will increase frustrations eventually regression as in the case of Susan who does not feel like continuing to work for the organization (Goddard, 2009 p. 23). This theory is important since it provides insights for team leaders to assist employees to satisfy their existence or related needs. Two-factor theory According to Hersberg, the theory puts emphasis to job factors that can lead to satisfaction. He also argues that job dissatisfaction and satisfaction do not exist or appear as a single range. The factors that lead to motivation according to the theory are the Job itself, responsibility, and recognition. Therefore, for an individual to be motivated to work he/she has to get personal satisfaction and attain self achievements so that he could build on his/her job career. With reference to the case if the organization was able to rewards Susan and other members of the organization then they could be able to attain their personal satisfactions and achievement which would on return improve their career. After getting all the above they will provide positive feedback to the organization through dedication in work. As of the case of Susan the motivational factor that failed to work with her is low pay and dismal security. For her to attain his moral in work the organization should come up with relevant measures that could be able to take care of the available resource within the organization hence offer better pay and provide security for its staff. Susan and David as portrayed in the case are representing other employees within the organization that may be facing the same problems. Recommendations According to Maslow’s theory attaining an organization success depends on how the employees and other members of the organization perceive the leaders they have. Leaders who manage an organization that performs well should be one who has better reward and remuneration systems with his/her organization (Mosley, 2006, p. 12). For the case of the organization in the case study improvement in the pay model of the organization will help the organization to come from the mess it currently poses. With improvements in the pay schemes the organization will be able to work well with its staff and also the staff will have the moral of working for the organization. With reference to cultivation theory of communication, effective leadership needs an understanding communication- communication that can lead to positive outcomes within and outside the organization. Communication problem has been the cause of poor leadership within Susan’s organization thus recommendations needs to be evaluated and implemented to improve communication among the leaders in the organization. According to David the managers failed to communicate with other members of staff within the organization thereby causing animosity. Training of leaders on relevant communication models and approach will play and essential role in the success of the organization. References Bowditch, J. L. 2007. A Primer of Organizational Behavior (4th ed.). New York: John Wiley & Sons. Daft, R. L. 2004. Understanding Management (4th ed.). Mason: Thompson. Goddard, R. W. 2009. “How to Reward the 80’s Employee,” Public Management, 71, 7-10. Grayson, C. J., 2008. American Business: A Two Minutes Warning Ten Changes Managers Must Make to Survive into The 21st Century. New York: The Free Press. Hellriegel, D. 2002. Organizational Behavior (6th ed.). St. Paul: West Publishing Company. Herzberg, F. I. 2009. The Motivation to Work. New York: Wiley. Kohn, A. 2003. “Why Incentives Plans Cannot Work,” Harvard Business Review, 71(5), 54-60. Kovach, K. A. 2004. “Why Motivational Theories Don’t Work,” SAM Advanced Management Journal, 45(2), 54-60. Marrow, A. 2005. Behind the Executive Mask. American Management Association. Mosley, D. C., 2006. Management: Leadership in Action (5th ed.). New York: Harper Collins College Publisher. Read More