Organisational Behaviour Reflection

This reflection on Organisational Behaviour discusses the importance of workforce satisfaction, rewards, job design, and self-leadership in improving employee performance. It also highlights the impact of perception on stress and the significance of individual behaviours in personal and professional lives.

Running head: Organisational Behaviour 1
Putting It All Together and Making it Work at Work

Organisational Behaviour 2
Reflection
Organisational behavior is not a single aspect of an organisation but a major feature or approach
which plays a vital role in all the aspects of the organisation. The analysis and study of the
various concepts and models of organisational behavior helps in effective understanding of a
number of things. It offers understanding of what all is there in any organisation, the way in
which the organisational workforce is acting and the manner in which satisfaction of the
workforce can help in developing the bottom line of the business. It also supports in analyzing
the manner in which the employees and the organisation can have a more efficient association
(McShane and Von Glinow, 2015). The study of organisational behavior has developed a sense
of understanding in me in respect with the individual behaviors and their value in personal as
well as professional lives. Organisational behavior has not only taught the importance of
interconnection but also the various aspects of behavior which can impact the working of the
individuals.
The first experience or learning was, a few months back, there was a sudden change in the
management of my organization which not only have resulted in workplace issues but also a
number of challenges which made the working tough. There were a lot of issues regarding policy
changes, workplace bullying as well as increased employee turnover due to higher level of job
stress. Even the competent and well as highly skilled people also left the jobs due to the
continuously increasing issues and stress. According to the learning gained from the study of
organizational behavior in the book develop by McShane & Von Glinow, it was made
understood that the key factor behind the success and growth of an organisation is the
organisational workforce. The happier, satisfied and contended the employees are the lesser are
the chances of occurring stress because of organisational, physiological and environmental issues
(McShane and Von Glinow, 2015). But in the change management process, if my organisation
cannot deal effectively with such job related issues and stress problems then there will be
increased chances of employee turnover. The research also helped me perceiving things and
behaviours as it explained me that our perception is the key factor for driving our cognitive
process. I have learned that it is primarily our psychological connection that defines the level and
type of stress as well as it is the one which only can help a person in coping up with the
organisational stress. I can illustrate it better with one of the instances, as at my workplace, there

Organisational Behaviour 3
was one of my colleagues who was very much stressed with the work pressure and was not even
getting enough time for his family and personal life. With the immense pressure of work and due
to the continuous workload he felt ill and was diagnosed with hypertension and high blood
pressure as well as with symptoms of anxiety. To understand his situation and to let him release
his work pressure and stress, my manager took use of the psychological association and by
having an emotional involvement and try to perceive his situation and emotions. This helped my
colleague in coping up with the organisational stress.
The second learning I have gained by studying organisational behaviour is that there is a huge
significance of rewards, performance-based rewards and reward effectiveness in the
organisations in terms of individuals’ performances. In my organisation, for some of the projects
there is distribution of people in various teams. Now we used to work in diverse teams but every
next day we all face issues in respect with sharing responsibilities, taking initiatives and
completion of tasks on deadlines. The primary reason behind such issues is that there is nothing
which can motivate us to work hard and complete our tasks except our monthly pays. In that
particular situation, from the study of organisational behaviour I have gained an understanding
that to enhance our individual contribution as well as to improve the performances of the teams
as a whole, it is essential that the managers must give team based and individuals’ performance
based rewards (Shields, et al., 2015). The rewards are the key motivation factor which not only
motivate the employees to work hard but also develops a competitive environment in the
organisation that leads to faster accomplishment of objectives. There are various rewards which
can be used as motivational factors such as gain sharing, recognition, incentive pay, profit
sharing and many others.
Thirdly, it was also analysed that in my organisation people other than the rewards also get
motivated with the job design. Earlier there were few trainees who joined that organisation but
soon they were not happy with their work. In that case, the manager proposed a job design for
those new entrants so that they can be more comfortable in working. The job design offered well
structure requirements which made the working clear and help the employees in faster attainment
of the goals (Restiyanto, 2015). At my workplace, there was one of my junior who was highly
specialized in employee recruitment but being a MBA he was appointed basically for marketing
and field work. In just few months, he lost his interest in the work and was not able to meet his

Organisational Behaviour 4
targets. To understand the problem, the manager had a one-on-one discussion with him. After the
discussion, he realized that there was the issue of job specialization. There was a change in his
profile and now he is working as a recruiter. Just after this job specialisation, there was
experienced a tremendous growth and improvement in his work. This instance made clear one of
the understandings of studying organisational behaviour that job specialisation plays a vital and
significant role in improving the performance and motivation of the employees and had a number
of advantages.
The fourth learning which I gained was that there is an immense need of self leadership at the
workplace. Few months back, when there was a change in management, there was less emphasis
paid by the new managers on some of the employees including me. At that point of time, we all
realized that there was a decrease in our performances in terms of productivity as well as
efficiency. In that particular time, I recalled one of the lessons learned in the study of
organisational behaviour on self-leadership. It was studied that there are particularly five
elements of self leadership that comprises of social skills, empathy, self-awareness, motivation
and self-regulation (Carmeli, Meitar and Weisberg, 2006). When my performance was not good,
I helped myself through the learning of self leadership. I had improved my performance by
remaining self-aware of my deadlines so that I can complete my tasks on time. The next aspect
of self-leadership which also supported me in my performance improvement was the self-
regulation. The aspect of self regulation helped me in developing the competence to control and
monitor my own thoughts, emotions and behaviours and also altering them in a manner in which
I can meet the demands of the various organisational situations.

Organisational Behaviour 5
References
Carmeli, A., Meitar, R., & Weisberg, J. (2006). Self-leadership skills and innovative behavior at
work. International Journal of Manpower, 27(1), 75-90.
McShane, S. L., & Von Glinow, M. A. (2015).Organizational Behavior 7/e.
Restiyanto, O., (2015). Mc Shane von Glinow Organizational Behavior ebook Copy, Retrieved
on: 7th December, 2017, Retrieved from:
http://www.academia.edu/29097775/Mc_Shane_von_Glinow_Organizational_Behavior_ebook_
Copy
Shields, J., Brown, M., Kaine, S., Dolle-Samuel, C., North-Samardzic, A., McLean, P., ... &
Plimmer, G. (2015). Managing Employee Performance & Reward: Concepts, Practices,
Strategies. Cambridge University Press.