Importance of Organizational Procedures - Coursework Example

Student’s Name Instructor’s Name Class Name Date Every organization follows a set of rules in its operations. The rules are organizational procedures. Organization procedures refer to laid down rules and regulations developed in an organization constitution concerning with dealing with issues. The procedures are the foundations within which the organization operates. Every organization has a different set of procedures in dealing with issues and scenarios. As the procedure differs in every company, so are procedure of dealing with each issue and scenario are different. For instance, how on company deals with the scenario of poor performance is different from the other company. In the same way, the procedures used in dealing with poor performance differ from the procedures for dealing with termination. There are several scenarios that an organization must deal following strategies and plans that conform to the organizational procedures. The scenarios include, reward and recognition, poor performance, sanction and discipline, and termination. To carry out the scenarios, plans and strategies that in accordance with the organizational procedures must be followed. A correctly designed recognition and reward plan and strategies will: strengthen the behaviors and actions you want your employees to have, celebrate success and the earnings in a symmetric way. It also encourage sharing of feedback and information, motivate staff and lessen the chances for burnout, productivity and customer satisfaction, reduce cost, improve team and individual performance, motivate staff to become more involved, and improve quality. Reward and recognition plan and strategies reinforce and set the expectation of an organization to high performance behaviors. If an organization lacks the reward and recognition plans and strategies for work well done, it risks to loose enthusiasm among its workers. Reward and recognition act as a motivator. If it lacks the levels of energy will drop. Employee motivation also plays a vital role in the organizations’ performance. According to Herzberg, for satisfactory workroom motivation, it is vital that leadership understands the active needs of individual employees. Herzberg theory indicates similarities with Maslow’s argument. Maslow’s model shows that basics, needs like safety and physiological wants to have to be satisfied for one to pursue higher-level motivations in the lines of self-fulfillment. According to Maslow, these physiological needs are organized in a hierarchical manner called the hierarchy of needs, with the vital needs at the bottom and less important needs at the top (Furnham 1035-1043) To motivate the workers, the manager should come up with a way of identifying the needs and fulfilling them in the order of their importance to the worker. In most cases, the employee meets their needs with the help of the salaries and benefits they get because of their employment. With the knowledge in mind that employees will become motivated, which is positive to the well being of the organization? In contrary, if the needs of the employees are not met accordingly they will lack motivation. Putting together Maslow and Herzberg’s theories, a manager will be able to motivate workers effectively. Of the many needs, proper working conditions are as important. A proper working condition motivates the workers. For instance, people meet most of the social needs through relationships with friends and family outside workplaces, and they may seek to meet their self-actualization needs through volunteer work or membership in a religious organization (Cacioppe 397-428). To develop an effective reward and recognition plan and strategies, the organization follows certain procedures. The organization establishes criteria for identifying the contributions and behaviors that are reward able. Ensure all the staffs are eligible for the programs. The reward and recognition program should be immediate, and simply to reinforce the desired outcomes. The organization should let the rewardees know that specific actions and contributions are being rewarded and recognized. The organization must set standards for the award. All the workers who meet the set standard should receive the reward or the recognition. To reinforce the behavior or action, the reward or recognition should occur as close the activity as possible. To avoid biases, the selection should process should be a group activity and not a decision of a single supervisor or a manager. The rewards should be for achieving outcome or results. It is usually of monetary value. Recognition should be for activities or actions leading to results. It may come in the form of badges, pins, certificates, verbal recognition at a meeting, posted photograph and so forth. Reward and recognition present an element of entertaining into the work environment to build support and motivate. Rewards and Recognition measures, tracks, and celebrates the achievements, improvements and results. This also leads to prospects for levitating the bar for higher standards. The aim of every organization is to perform to the highest standard possible. Poor performance intimidates this aim most of the time. It is the initiative of the full staff of the organization, including the employees, to ensure the organization if performs as expected. For poor performance to occur there is always disjoint between the work employees do and how the organization manages the performance, and the impacts of achieving business goals. Performance is a both a function of both motivation and ability. It is the product of ability and motivation. Poor performance and low ability are associated with low individual skill, ability, and knowledge, , over-difficult tasks and evidence of resilient effort, regardless of poor performance and lack of improvement over time. People with poor performance may be holding positions that are above their abilities in the first place. Positioning a worker or promoting him or her in a position that is demanding in efforts and abilities leads to poor performance. Alternatively, maybe they lack backing that formerly helped them to accomplish well. Several strategies may help to alleviate the situation. Improving motivation may help solve the problem of poor performance. Most of the time, low motivation is the root of poor performance. The employers in administrations need to work closely with the personnel to establish a appealing working environment. To improve performance, organizations should set performance goals, provide performance assistance, and provide performance feedback. Enhancing ability will help solve the problem of poor performance. This can be done in five main ways. The ways include, resupply, retrain, refit, reassign, and release. Resupply is focussed with the resources a worker is provided for the job. The organization should be aware of any additional of resources. Proper investigation about the resources at the workers disposal will provide a clear picture of the areas that need resupply. Retrain deals with providing additional training to the workers. Ensure that they have the required skills for the position they are in charge. Updating the workers' skills to match the current ones will help reduce poor performance. Refits comprise of recombining the persons work according to the skill. The poor performers are reassigned. Releasing the poor performers if the final option. The employee is released off all his or her duties (Heerwagen and Beach et al. 638--655). Any organization expects discipline among workers in working place. To ensure this happens, sanctions and disciplinary actions are exercised. Sanctions are punitive or coercive measures against a state or its nationals, including bodies corporate. Compliance with sanctions requirements is also part of good practice in corporate and social responsibility. Discipline is a force that stimulates the workers or individuals to obey rules and regulations, process and procedure, and systems. The organization considers these rules necessary for the organization to function effectively. To promote discipline among workers, the organization may choose to, give an oral or a written reprimand, release the worker from his or her privileges, fine the worker, lay off, demote, and or discharge the worker. A procedure is followed while performing sanction and disciplinary actions in an organization. The organization should conduct an initial investigation in case as indiscipline among workers. The investigation provides a clear picture of the situation and produces the key workers involved in the indiscipline. This will determine the course of action the organization will take and avoid innocent workers from facing the disciplinary actions. The organization should have an informal friendly talk with the workers. Talking to workers will instill confidence in them to tell the cause of the problems that led to indiscipline. After the organization has the facts of the indiscipline, it gives warning or reprimand. The warning or reprimand can be oral or in the form of written or official writing. If the problems persist, the organization imposes a series of penalties. The company should choose among the alternative penalties. The penalties apply to the workers involved in the Indiscipline (Sewell 397-428). A follow-up of the case is done to assess the effect of the penalties. The last option left to the organization in case the penalties fail is discharging the worker. Organizations face various realities that prompt them to terminate their employees. The realities include changing strategies, organizational culture change, mergers, business decline, job simplification, and or product modification. Terminating employees is difficult and stressful task for the managers. How the organization handles termination is critical. Termination should be done in a way that is fair, respectable and dignified. This will help minimize the chances of litigation, preserve the corporate reputation and maintain the morale of remaining employees. Three key aspects determine proper termination. The aspects are sociological, psychological, and legal. The sociological aspects include considering the impact of termination to the worker. The organization should prepare the worker and provide support in case of termination. The sociological aspect touches the remaining employees after termination. The company should assure their survival in the organization. The psychological aspect involves allowing the worker to tell how he or she feels about the termination. In this way, they will leave the organization with dignity. The legal components comprise of a review of the law and making logical business decision, obtaining valid releases on litigation and reviewing records (Quackenbush 1229) In conclusion, the company should carry the reward and recognition, poor performance, sanction and discipline, and termination scenarios according to the organizational procedures. The company should follow plans and strategies that will leave less negative effects, and if possible, no negative effects to the workers. The scenarios should be implemented for the well being of the organization and the society it benefits. Works cited Sewell, Graham. "The discipline of teams: the control of team-based industrial work through electronic and peer surveillance." Administrative Science Quarterly (2008): 397-428. Cacioppe, Ron. "Using team–individual reward and recognition strategies to drive organizational success." Leadership & Organization Development Journal 20.6 (2009): 322-331. Heerwagen, Judith H, Lee Roy Beach and Terence R Mitchell. "Dealing with Poor Performance: Supervisor Attributions and the Cost of Responding1." Journal of Applied Social Psychology, 15. 4 (2005): 638--655. Print. Quackenbush, Laura. "Workers' Compensation Exclusivity and Wrongful Termination Tort Damages: An Injurious Tug of War." Hastings LJ, 39. (2007): 1229. Print. Furnham, Adrian. "Personality and work motivation." Personality and Individual Differences 26.6 (1999): 1035-1043. Read More