Management and Organizational Behavior | KFC

Running head: MANAGEMENT AND ORGANIZATIONAL BEHAVIOR
Management and Organizational Behavior
Name of the Student:
Name of the University:
Author’s Note:

1MANAGEMENT AND ORGANIZATIONAL BEHAVIOR
Part 1
I worked in KFC before, where my job designation was customer service officer. The
organization has been quite reputed but it was quite tough for me as the management never cared
about performance appreciation. My immediate supervisor, the territory manager was extremely
dependant on how well the managers would behave with him and ignore the performance. I
personally believe in hard work but my supervisor did not even care about the data and number. I
also found that regular performance review was not done accurately by the manager and
therefore, my appreciation was always ignored. This has been quite similar to some officers as
well. With the course of time, I came to know how should the queries of clients be managed and
the way staffs should serve customers. I used to take sessions and ensure demonstrations to my
fellow staffs so that they could give their best and make customers satisfied. This even resulted
in better customer response and very less client complaints. However, my appreciation was
always been ignored by the supervisor.
In the corporate sector, performance evaluation, employee satisfaction, role evaluation
criteria and customer satisfaction indicates organizational sustainability. However, if the
employees are not given attention, the motivation is affected. Same was my problem. I was never
the part of manager’s attention and therefore gradually I kept on losing interest. Some of the
most important problems that I faced were lack of manager’s support, lack of performance
evaluation criteria, poor job role and objective communication and manager’s incapability to
understand employee need. Being the customer service officer of the store, I needed the support
of manager regarding store infrastructure development so that client could have been more
satisfied. However, there was no proper indication from my manager. At the time of crisis such
as delay in supply and delivery, poor employee commitment and electrical issues, I hardly got

2MANAGEMENT AND ORGANIZATIONAL BEHAVIOR
any support from my manager. On the other hand, while highlighting about the performance
evaluation criteria, I was never shared the top employee contribution and success factors of other
officers. I felt this as a biased attitude of the manager. There was no transparency and
performance evaluation was mostly done based on personal likability and intimacy. This
impacted my motivation as even though I worked hard by I was never appreciated or supported.
While considering the role and objective, I must highlight that prior to working in KFC, I
had very less knowledge of management and therefore my supervisor would have guided me to
achieve organizational objectives, however I was never communicated the same. Finally, I never
found the manager’s ability to understand an employee’s need and requirement. Fringe benefits
have become quite common these days and therefore managers must understand the real cause of
employee dissatisfaction. Overall I must say that motivation was my main issue, which resulted
in poor performance in my last service days. I must highlight that in future, the territory manager
must appreciate employee performance based on set criteria and biased attitude must be avoided
so that the best can be achieved from an employee.
Part 2
The workplace at KFC was not quite satisfactory for me. I always used to feel lack of
motivation during my job at KFC. One of prime reasons for my de-motivation was lack of proper
support from my senior managers. I did not get adequate support from my senior managers for
handling complex situation in regards to complex situation. Such practice of the senior managers
made me quite frustrated and de-motivated at the workplace.
The lack of my de-motivation can best be explained through the Expectancy Theory of
Motivation. As per this theory, the behaviour of the employees results from conscious choices

3MANAGEMENT AND ORGANIZATIONAL BEHAVIOR
among the alternatives, whose main purpose is to maximize pleasure and minimize pain. The
theory explored that the individual performance of the employees is dependent on their skills,
knowledge, personality, abilities and experience. This theory has explained the job motivation of
the employees through three variables like expectancy, instrumentality and valence.
According to Mikkelsen et al. (2017), expectancy is dependent on the belief that
increased efforts will lead to increased job performance. However, the motivation for such
increased job performance is dependent on rights resources and skills available for doing the job.
Rahman et al. (2013) opined that right resources and skills increases the confidence level and
motivation level of the employees towards enhancing their effort level for increased job
performance. While considering my motivation level at KFC, I was new to the job and I needed
some training for upgrading my skills level at the field of customer service department.
However, I never got adequate and effective training from the organization towards upgrading
my skill level. Therefore, lack of skills actually reduced my motivation towards enhancing my
performance level. On the other hand, Lau, Chong and Ketvi Roopnarain (2014) opined that
motivation level of the employees is highly dependent on necessary support from the supervisors
towards doing complex job. Moreover, kind support from the supervisors minimizes the
complexity level of the job done by the employees. In this way, the reduced complexity level
actually increases the motivation level of the employees. However, I never got proper and
adequate support from my supervisors for handling complex situation at customer service
department. Therefore, I faced quite difficulties in handling the critical problems of the
customers. In this way, the increased complexity level of the job actually decreased my
motivation level at the organization.