Not as Easy as 1,2,3 Essay

People, be deemn & Organizations- MGMT20124 Assessment 1- Report Case Study Not as Easy as 1, 2, 3 contents Contents2 Executive Summary4 1- Introduction5 1. 1 Background to the chronicle5 1. 2 Scope5 1. 3 Aims 6 2- intelligence service7 2. 1 Organizational umpire7 2. 2 wisdom errors 8 2. 3 Stress8 2. 4 Exit-Voice- loyalty-Neglect model8 2. 5 team drop dead 9 2. 6 Motivation9 3- belles-lettres review10 3. 1 Organizational Justice10 3. 2 Mas humbleds wishing hierarchy speculation12 3. 3 Expectancy system14 4- Solutions and suggestions18 4.1 Organisational Justice 18 4. 2 Stress 19 4. 3 Improving feedback process21 5- Conclusion22 References24 Executive Summary there argon three purposes for this draw. It attempts to indentify the problems in the case name wind Not as Easy as 1, 2, 3. Accordingly, it discusses about sise-spot main problems in alphabet consulting firm that grant negative impact on the arrangement authority and the productiveness of the objectives . These problems ar primary principle consulting organization failed in implemented the organic lawal nicety.Next single is the cognizance errors of Janet, the client coach and valet de chambre resource director. The ordinal problem is George was forced in the centering aspecting and Georges dissatisfaction about commercial enterprise and work behaviors which cause to the exit-voice-loyalty-neglect actions is the problem number four. The fifth is teamwork environment, processes and the last problem is alphabet consulting failed to implement the indigence procedures in actuate its staffs. In addition, it to a fault mentions about the theories which think to each problem.The countenance aim of this describe is to explain the literature review of slightly theories that atomic number 18 partaked to the case assumes problems and solutions. Particularly, the organization motivation nicety theory, Maslows hierarchy needs theory and the forethought theory. Lastly, this depict intends to discuss about the solutions and suggestions in relation to the cases problems such as, develop consistent organizational referee schema, the methods to relief tune, and implement probably feedback processes musical arrangement. 1- Introduction 1. 1 Background to the reportIn juvenile years, organizational behaviors atomic number 18 very prodigious in every regulate which tush fool coercive or negative impact on separates, groups and structures within an organization for the purpose of applying such knowledge towards meliorate an organizations effectiveness. It is because on that head are many issues need to be considered if an organization wants to be boffo in managing the great unwashed, and maximize their ability and capacity. Hence, each organization needs to create a consistent system that tin can proceed its staffs and also travail to satisfy their needs in fellowship to improve the productivity of the objectives.One of the motiva te systems is organizational justice system which provides the faithfulness or dispersive, adjectival and interactional justice in the firm. Further more(prenominal), there are many theories discuss about the methods that can be satisfied the employees needs such as Maslows needs hierarchy theory and expectancy motivation theory and so forthtera For manikin, Khin (2010) states that many Malaysian companies perspectives about the push of organizational justice on employees job satisfaction, organizational perpetration and turnover intention. Theyimplemented the questionnaires around 300 employees about the distributive and procedural justice in a sm all told to medium firms and the result showed that individualistics were satisfy with their jobs, had more committed to the organizations and the organizational justice also provided charm working environment that can potentially heaps benefits like cost associated to employees retentions, influencing positive behaviors among em ployees, and thus light upon effectiveness and high productivity in the organization. 1. 2 Scope The case pay Not as Easy as 1, 2, 3 focuses on several problems in number 1 principle consulting firm.George was a new consultant staff in first principle firm who was employed by first rudiment because he impressed ABCs human resource director and Janet, the client manger in the consultation condemnation. They said George was scarcely sort of populate they are looking for and promise him bequeath get onto inducement system afterwards three months probation. George was assigned in a project team with Daniel, the project theatre director and Janet, his duty is pen the report. However, nobody guided him how to write the report or told him about the role expectations hence he could non complete his ideas in the report probably at the first meeting between him, Daniel and Janet.Georges manager disappointed about his report, they said we apprehension you were a picayune more extroverted. George was stress and wellspring-tried to work more hours and put more political campaigns but had non satisfied his manager when he emailed his report ii nights before it was cod. Yet, Janet ripped his report to shreds, and told him she needs something more useful. It caused George felt down and lost his motivation, he came to work late, left early and took longer break than usual. He wanted to stay in ABC because of the bonus which his manger and human resource director promise him that everyone can get it after three months.Nevertheless, at the review meeting Janet and human resource director told him that he could non get onto the bonus system because he has non performed at they anticipate. Consequently, George sent out job applications in that night. 1. 3 Aims The purpose of this report are threefold, these embarrass Identify the issues in ABC consulting firm which have negative affect to organizational behaviors. Particularly, the six main problems are ABC consulting organization failed in implemented the organizational justice.Next one is the perception errors of Janet, the client manager and human resource director. The third problem is George was forced in the stress site. Another issue is Georges dissatisfaction about job and work behaviors which caused to the exit-voice-loyalty-neglect actions. The fifth is teamwork environment, processes and the last problem is ABC consulting failed to implement the motivation procedures in motivating its staffs. The literature review, explain the theories which are related to the case studys problems in order to the motivation and satisfy employees needs. there are three great theories include organizational motivation justice, Maslows hierarchy needs theory, and expectancy theory. Finally, the author provides some solutions and suggestions for the problems in ABC consulting firm such as, develop consistent organizational justice system, the methods to relief stress, and implement probab ly feedback processes system. 2- Discussion The case study NOT AS EASY AS 1, 2, 3 is facing with some significant problems in the organizational behavior that could have negative affect to employees performances, motivation, counterproductive behavior, and organizational citizenship etc.Yet, there are several issues in this case study but the author is focusing on six particular problems in ABC Consulting organization described as follows 2. 1 Organizational Justice The first issue in ABC consulting company is the organizational justice. Organizational justice is the study of the concerns about pallor in the workplace which includes the dissemination of resources has to do with distributive justice, and the directness of decision-making procedures has to do with procedural justice (Greenberg 1990).Furthermore, Perceptions of distributive justice is one of the reasons employees want to withdraw from the organization (Cohen-Charash Spector 2001). In fact, ABC consulting had faile d to maintain the fairness in the workplace which included the procedural justice, George is the new staff in ABC consulting but he did not get any instruction or support to do the first client report. Besides, the distributive justice, the human resource director said that George get out be eligible to get onto the bonus system as same as everyone in the companyafter three months probation but at the end of the probation plosive speech sound George could not get onto this bonus system. Consequences, the failure of fairness in workplace resulted George wanted to leave ABC consulting company, he was sending out the job applications. 2. 2 Perception errors The next problem in ABC consulting company is the perception errors of human resource director and Janet who is George area manager and this error can be explained in the Halo Effect theory. The Halo Effect is a character reference of perceptual error where people perception of one reputation trait influences how they view a per sons entire personality (Pollock 2012).The case study pointed out undefendedly that the human resource director and Georges area manager Janet said he was the exactly sort of person they are looking for because of the impression of George in the interview time, but they seemed to disappointed about George after the first meeting as Janet told him We sight you were a little more extroverted. The perception error of Janet and human resource director has leaded to unproductive of business and Georges dissatisfaction about his job. 2. 3 StressAnother problem is George was forced in a stress situation. Stress is something or situations that are perceived as challenging or threatening to the wellbeing of an individual. These conditions may lead to poor work performance, less work productivity (Colligan et al. 2006). George definitely is facing with the stress callable to Janets commented on him George sensed from Janets commented that she was disappointed. Hence, he had to work from 7. 00 Am to 7. 00 Pm in the office and often do extra work at home.Yet, there were not useful points of his report even in the south time, Janet said she hope George has something useful to present on Monday after she evince his report. 2. 4 Exit-Voice- loyalty-Neglect model The fourth issue is Georges dissatisfaction about job and work deportments which caused to the exit-voice-loyalty-neglect actions and this type of actions can be identified in exit-voice-loyalty-neglect (EVLN) model. EVLN is a template that identifies manners that employees respond to dissatisfaction job (Hirschman 1970). Obviously, George was not satisfied with his job.Firstly, George had emailed the report again to his manger but she had been ripped to shreds. Thus, he felt anger, resentment and was not voluntary to do anything more on the project unless instructed to. Additionally, he had some reflected actions to his job dissatisfaction, Such as he wanted exit from ABC consulting firm, he was sending o ut job applications after the company rejected him to get onto the bonus system. This action showed that George had a low loyalty in ABC consulting composition low loyalty produced exit with job dissatisfaction.He also engaged in counterproductive behaviours (voice), George said he would only do absolute minimum, nothing more and he did not want to continue in dazzling anyone in the organisation. In last, he had reduced work effort, paid less attention to prize and improverd absenteeism and lateness (neglect). It can be illustrated that he came to work late, left earlier, and took longer break than usual. 2. 5 Team work The fifth problem, ABC consulting firm had problem in organising a teamwork environment and processes.Teamwork is the cooperative and arrange effort on the part of two or more people who work together as a team or in the interest of a common cause, which is normally the tasks set by the company (Salas et al. 2008). Probably, Daniel the project manager and Janet t he client manager know that George is new staff in the organisation but they were not helping George as a team member. They did not give instructions or even ask if George has got any problem with the report and only expect on George will nicety the report more than what he has done. 2. 6 MotivationFinally, ABC consulting failed to implement the motivation procedures in motivating its staffs. Motivation is the forces within a person that impact on an individuals direction, intensity and effort of voluntary behaviour (McShane et al. 2013). Particularly, ABC consulting firm was not successful in motivating George. First of all, they failed to refer the ability of George and the ability can gain a disagreeence in task performance and behaviour. They theory George was a bit more extroverted, that is why George could not complete the report well as they expected.The second is competencies of George it includes knowledge, skills, personality, and self-concept, values etc. that resul ts in superior performance. People can realise that ABC consulting firm did not implement well in matching Georges competencies with jobs task requirements and even though they did not provide any knowledge for George, it caused an unproductive of George performance and organisational effectiveness. Moreover, the failure of ABC consulting firm in puting the role perception to George that means they did not help George deduce the job duties assigned to or expected of him.Thus, George could not finish his report as his manager wanted. 3- Literature review The problems in the case study Not as Easy as 1, 2, 3 related with few particular theories in the organisational behaviour which includes the organisational justice theories, motivational theories and expectancy theory of motivation. 3. 1 Organizational Justice The organisational justice contains the different theories that are distributive justice, procedural justice and interactional justice, and they all relate to the fairness i n organisations.For example, fair payment, agree opportunities for promotion between employees, and personnel selection procedures etc Distributive justice is conceptualized as the fairness associated with decision outcomes and distribution of resources. An individuals react to actions and decisions of fairness made by organizations every day, and the distributing of outcomes or resources can be tangible (e. g. , pay) or intangible (e. g. , praise). Perceptions of distributive justice can motivate staffs when outcomes are considered to be equally applied (Adams 1965).On the other hand, procedural justice is defined as the fairness of the processes that lead to outcomes. When individuals feel the process involves characteristics such as consistency, accuracy, ethicality, and lack of bias then procedural justice is enhanced or they can have a voice in the process (Leventhal 1980). Additionally, interactional justice refers to the treatment that an individual receives the explanations or news with respect as decisions are made (Bies & Moag 1986). Colquitt (2001) also declares that interactional justice is divided into two components interpersonal and informational justice.Interpersonal justice that means the respect and propriety in people behaviours, besides informational justice related to the fairness of the explanations given in terms of their timeliness, specificity, and truthfulness. Therefore, the fairness is very significant in every organisation because people attitudes and behaviours are alter by the fairness of the managers decisions that can impact job attitudes and work performances and behaviours. Furthermore, Perceptions of justice can also impact many key organizational outcomes such as motivation (Latham & Pinder 2005) and job satisfaction (Al-Zubi 2010).There are some common outcomes affected by organizational justice include trust, performance, job satisfaction, organizational commitment, organizational citizenship behaviours, counterproducti ve work behaviours, and absenteeism and so on. Firstly, trust can be built from the employees belief that since current organizational decisions are fair, future organizational decisions will be fair. In addition, a positive blood between an employees and supervisors can lead to trust in the company (Karriker & Williams 2009).According to (Hubbell & Chory-Assad, 2005 Cohen-Charash & Spector, 2001) procedural justice is the strongest related to trust in organisations. Secondly, work performance is also affected by organisational justice. Procedural justice affects performances as a result of its impact on employee attitudes. Distributive justice affects performances when efficiency and productivity are involved (Cohen-Charash & Spector 2001). Thus, organisations need to improve the organisational justice in order to increase the productivities and performances.Karriker & Williams (2009) also states that improving justice perceptions can improve productivity and performance. Thirdly, Job satisfaction and organizational commitment, (Al-Zubi 2010) declared that the greater of employees perceptions of justice result in higher(prenominal) levels of job satisfaction and greater injustice perception will result in lower levels of job satisfaction. Moreover, DeConick 2010 Cohen-Charash & Spector (2001) argues that if employees feel the fairness in procedural justice within the organisation, it will result more commitment to the firm and vice versa.Fourthly, the organizational actions and decisions are perceived as more just, employees are more likely to engage in organisational citizenship behaviours (Karriker & Williams 2009). Fifthly, the counterproductive work behaviours (CWBs), there are many reasons that explain why organizational justice can affect CWBs. For example, increased judgments of procedural injustice can lead to employees unwillingness to comply with an organizations rules because the relationship between perceived proceduralinjustice and CWBs could be mediated by perceived normative conflict, the outcome to which individuals feel conflict between the norms of their workgroup and the policy of the organization (Cohen-Charash & Spector 2001),. Finally, the Absenteeism and withdrawal of employees due to the perception of organisational justice, such as someone could not get onto a bonus or promotion is an example of a situation in which feelings of injustice may lead to absenteeism from work without reason. Furthermore, distributive justice perceptions are most potently related to withdrawal in the company (Cohen-Charash & Spector 2001).In addition, there are several motivational theories in the organization which relates to many different aspects. Yet, the author is only focuses on the Maslows needs hierarchy theory and Expectancy theory of motivation because these theories have involved in the problems in ABC consulting firm. 3. 2 Maslows needs hierarchy theory Maslows needs hierarchy theory is a motivation theory of needs arra nged in hierarchy, it use to motivate people of fulfil their needs from lower to higher.Maslow used the terms physiological, Safety, Belongingness (Love), Esteem and Self-Actualization needs to describe the pattern that human motivations generally move through (McShane et al. 2013). Physiological needs Physiological needs are the physical requirements for people survival in the workplace, if they are not satisfy with these needs, their body cannot function properly and will ultimately fail. Physiological needs of individuals are thought to be the most important they should be met first in order to implement their tasks and function well in the organisations.For example, food, air, water, shelter, etc. Safety needs Every organisation needs to ensure that their employees are secure at work, with their physical needs relatively satisfied, the individuals safety needs take antecedency and dominate behaviours. The safety and security department needs comprise personal security, finan cial security, health and wellbeing security and Safety net against accidents/illness and their adverse impacts such as working violence, natural disaster, job security, stinting crisis,resources, morality, health etc. (Maslow 1954). Love and belongingness The company has fulfilled employees physiological and safety needs, they need to motivate their staffs with third level of human needs which is interpersonal and involves feelings of belongingness. According to Maslow (1943), people need to feel a sense of belonging and acceptance among their social groups including small groups (intimate partners, mentors, colleagues, and confidants), and large groups (sport teams, professional organisations, clubs).Belongingness and loved are very important because there are many people become susceptible to loneliness, social anxiety, and clinical depression in the absence of this love or belonging element, Hence organisations should satisfy this type of need in order to motivate its employees . Esteem Every individual needs to feel respected it contains the need to have self-assertion and self-respect. Esteem presents the typical people want to be accepted and value by others. People are likely engaged in a profession or hobby to gain recognition and these activities give the individual a sense of contribution or value.Most people in the companies have a need for stable self-respect and self-esteem and these needs can be described in two versions. Maslow (1954) points out two versions of esteem needs a lower version and a higher version. The need of respect from others people is lower version of esteem, such as a status, recognition, fame, prestige, and attention. The need for self-respect is higher version, for example, the person may have a need for strength, competence, mastery, self-confidence, independence and freedom. Self-actualizationThis is the highest level of needs in order to motivate staffs of Maslows hierarchy needs theory. Maslow (1954) contends this lev el as the desire to accomplish everything that employees can, to become the most that people can be. Individuals may perceive or focus on this need very specifically. For example the self-actualization needs are morality, creativity, spontaneity, problem solving etc. Maslow also states that to understand this level of need, individuals must not only gain the previous needs, but they have to master them.In general, the lower-order of needs (physiological, safety, and love) and the higher-order (self-esteem and self-actualization) of needs are classified in Maslows hierarchy of needs is not universal and may different due to the cultures, individual differences and availability of resources in the region or geopolitical entity and country. On the other hand, Maslows hierarchy of needs fails to demonstrate and expand upon the differences between the intellectual and social needs of those raised in laissez-faire(a) societies and collectivist societies. 3.3 Expectancy theory Expectancy theory is a motivation theory establish on the idea that people believe there are relationships between the efforts they put forth at work, the performances they achieve from those efforts, and the rewards they receive from their efforts and performances. In other words, people will be motivated if they believe that more effort will result to good performance and good performance will get the in demand(p) rewards (Fred 2011). According to Vroom (1964), (Chen Miller 1994) the expectancy theory contains three components as follows ExpectancyExpectancy could be explained as the belief that strong or more effort will lead to better performances. This can be described by the thinking of if individuals work harder, they will prove the outcomes better. However, in order to get better results individuals also need to have the correct resources available, the skills that are match with the job at hand, and having the indispensable support to accomplish the job correctly. instrumentation Instrumentality can be described as the thought that if people perform well, then those people will get the value outcomes.Nevertheless, trust and respect for managers who make decisions on individuals deserve to receive what rewards, and see the transparency in the processes of who gets what rewards is something that help instrumentality is having a clear understanding of the relationship between performances and the outcomes. Valence Valence means value and refers to beliefs about desired outcomes. There are individuals differences in the level of value associated with any specific outcomes. For instance, the bonus may not motivate employees if some one is motivated by increased status, promotion.Valence can be thought of as the pressure or significance that a individual puts on an expected outcomes. Vroom (1964) alleges that the force of motivation in an employee can be calculated using the formula Motivation = Valence*Expectancy*Instrumentality Application of Expectancy Theory i n the Workplace Organizational Applications Expectancy Leaders need to have an ability to understand expectancy as related to the E-P gene linkage because it is very useful in the organisations. There are five different components for a manager to keep in mind concerning this linkage.First, a loss leader needs to convention some challenging tasks for employees because unchallenging tasks can make employees feel boredom, frustration and marginal performance. intriguing objectives allow for self-confidence, education, ability development, training, skills and experience, among other things (Isaac et al. 2001). The next component is a leader must consider their staffs competencies because individuals differ on experience, knowledge, training, skill, and educational level etc.objectives need to be assigned based on the individuals level of abilities, if people feel they are not capable to finish the works assigned, the E-P linkage will be weak. A good leader needs to provide the nece ssary skills to the followers in order for them to be successful (Vroom 1964). Third, managers have to recognize that its employees differ greatly regarding their levels of self-esteem in regards to complete a task. Fourth, leaders need to determine and specify which are possible or impossible outcomes list acceptable performances.The leaders and its staffs both need to communicate and reach a mutual agreement on the behaviour that represents a successful outcome for each of them. Fifth, leaders need to recognize that expenditure of effort for many followers leads to satisfaction on the job (Brown & Peterson 1994). Most of employees want to feel useful, competent, involved and productive. The workplace provides a vehicle to fulfil these needs. A manager that is aware of these different aspects of people perceptions, as they relate to expectancy, can effectively understand and facilitate the E-P linkage for each of their employees (Isaac et al.2001). Managing these elements effecti vely can help a leader to strengthen the expectancy of each of their followers. The strengths and Weaknesses of Expectancy Theory Strengths Expectations are influenced by incentives and rewards, with clearly goals set, this will trigger a motivational process that can improve performances. According to Vroom (1964) an individuals motivational force can be equated to the level of expectancy cipher by the instrumentality multiplied by the valance. If any one of these factors is scored as a zero, then the motivational score will also be zero (Penn fix World Campus 2011).This can easily be seen in situations where a people believe the amount of effort put on tasks will not result in the expected rewards, in situations where the level of performances will not yield the desired outcomes or that the rewards will not have the desired value as expected, the individuals motivational level will be zero (Penn State World Campus 2011). On the other hand, when all the components of the equatio n are high, the motivational force will also be high (Penn State World Campus 2011).In general, by utilizing expectancy theory, companies must understand the importance of demonstrating appreciation for their employees works, and as a result, their employees will perform stronger, and show more loyalty towards the organizations. Weaknesses The weaknesses of between-subject soma can be seen in the distinct of each person places on the effort, performance and value of rewards, because this design is quantitative, the comparisons between people are hard to measure.In addition, the applications of the theory in the organisations, in some companies the rewards some employees receive might not be seen as attractive as many people limiting their idea of desired rewards. What may have been a good incentive at one point in time may no longer hold its value to that individual anymore (Penn State World Campus 2011). Expectancy theory is only focusing on the extrinsic motivational factors and the conscious decisions employees make about their performances.Many managers and staffs are not motivated solely by extrinsic factors, such as a pay check, bonus, or public recognition. Consequences, the concept of instrumentality is found to be ambiguous and herculean to operationalise (Wabba House 1974). Therefore, it is hard for leaders in an organization to really understand what motivates their employees before attempting to utilize the expectancy theory model. 4- Solutions and suggestions 4. 1 Organisational Justice The case study Not as Easy as 1, 2, 3 has shown that ABC consulting firm has the problem with the fairness in the organisation.Hence, in order to improve and protect the fairness in ABC firm, the organisation should design procedures so they can be consistently, clearly applied to all employees and work groups. For example, have a structured performance review process so all workers are reviewed using consistent criteria. Furthermore, they must develop a policy about organisational justice system which includes procedural justice, distributive justice and interactional justice like ABC firm needs to provide training and give instruction about the tasks for all new staffs, or provide tests of applicants knowledge, skills and experiences.Moreover, on the procedural fairness of recruitment processes, the manager and human director should not promise anything till the new staffs have perfect their tasks. The state of Queensland (2012) also alleges that appoints or promotes workers based on performance, using valid and reliable selection and recruitment methods. Because if they promise something to the new employees and they could not receive it later, they will feel disappointed.It causes employees want to leave the organisation and it cost company more to do other recruitments like George who had sent out job applications after he was refused to get onto the bonus system as his manager and human resource director promised him in the interv iew. Additionally, in order to maintain the relational fairness the manager needs to treat workers with respect, dignity and politeness at all times. George manager, Janet who should comment and response on his work more polite and respectful, Janet said we thought you were a little more extroverted and the report had been ripped to shreds.Besides, managers have to ensure that management structures across the organisation and account lines within work team are clear. This will help workers know who they are accountable to and where they can go for help with work problems, and Ensure workers have an up to date role or position description, which includes the role purpose, reporting relationships and the key duties expected of them. 4. 2 Stress George was so stressed and he could not concentrate on anything, there was simply too much to do, and he had not much time left to implement his report.Particularly, George was stress due to the way his manager Janet treated him, unclear expec tations, urgent deadlines etc. Hence, In order to develop an effective stress management program in ABC consulting firm, first way is individual intervention. This starts off by monitoring the stressors in the individual, observes what are the reasons of the stress, next is attacking that stressor and try to develop the methods to alleviate them in any way. Developing social support is vital in individual intervention, being with others to help individual cope has proven to be a very effective way to avoid stress (BMJ group 2013).In addition, according to Lehrer et al. (2007) there are several ways the organization can change that employers and managers can make in order to reduce workplace stress, presented below. Develop work, health and safety program Provide training, ensuring all employees are understand Show that every employee are valued and useful Provide chances for career development Establish a zero-tolerance policy for harassment Clearly identify individual employees rol es and duties Consult staffs about scheduling and work rules Make management actions consistent with organ