Organizational Behaviour Theory

Added on - 28 May 2020

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Running head:ORGANIZATIONAL BEHAVIOROrganizational behaviourName of the StudentName of the UniversityAuthor note
1ORGANIZATIONAL BEHAVIOROrganizational behaviour (OB) is the behaviour of the individuals while acting in anorganization as recognized by Chester Barnard (Gabor and Mahoney 2013). The main goal ofOB is revitalization of organizational theory and development of a better organizational lifeconceptualization. OB is essential for predicting human behaviour and management of effectiveteams in an organization. Therefore, the following discussion involves the impact of factors;designing of jobs, working conditions, setting of goals, motivation and rewards in productiveperformance and evaluation by manager impacting organizational processes.OB theory is concerned with improvement in job performance, promoting innovation,increasing job satisfaction and encouraging leadership. OB theories encompass theories ofintelligence, personality, motivation perception and attitudes and behaviour. These factors areapplied by managers and executives in understanding business culture and how this hinder orfacilitates productivity and retention of employees. In addition, one of the precious assets of anorganization is knowledge referring to ideas, creativity, experience or expertise. Apart fromproductivity, OB also affects multicultural perspectives as in today’s world scenario; business isgoing global and cross-cultural management has become a part of rapidly globalizing economywhere employees are the owners of knowledge. Multicultural organizations face challengeswhile creating multicultural organizations that is critical for performance efficiency(Fitzsimmons 2013). Language barrier is the major threat to performance efficiency as it resultsin communication breakdown arising due to cross-culture misunderstandings. Culture drivebehaviour and managers need to formulate positive interventions that involve cultural sensitivity,social and ethical concerns. Organizational multicultural behaviour has an impact onperformance efficiency as hindrance in knowledge sharing affect performance efficiency and
2ORGANIZATIONAL BEHAVIORconsistency to achieve organizational performance and free knowledge sharing. The subsequentsection involves the OB themes and its impact on productivity performance.Designing of jobsJob designing is important as it is the driving factor for employee motivation. The way ajob is designed has a major impact on job satisfaction, work commitment, absenteeism orturnover. The question lays that whether proper designing of jobs makes employee moreproductive and satisfied.Scientific managementproposed ideas that influence job designing. There isminimization of waste and identifying the efficient methods required to perform jobs. Thismanagement technique helps in determining the time taken for each task and planning so that jobcould be performed efficiently. Job specialization is another way that enhances performance ofemployees. In this, the jobs are broken down not simplest components and assigned to eachemployee so that they could perform better in their task maximizing their potentials to the fullest.However, there is monotonous effect of job specializationthat can be mitigated through jobrotation at regular intervals enhancing overall skills level of the employees (Truxillo et al. 2012).In a paper published by Zareen, Razzaq and Mujtaba (2013) stated that job designingmaximizes performance as it brings involvement and satisfaction employing all energies in theirrespective work. This study proposed a new ‘psychological perception’ variable highlightingbehaviour of employees towards job designing. Job rotations, job enlargement, job designingrelationship with employees’ performance have positive impact on job design relationship andemployee performance. On a contrary, Wood et al. (2012) in the paper highlighted therelationship between job designing and high involvement management (HIM) assumed to
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