Organizational Behavior Analysis: ABC Consulting Case Study

This essay examines a case study focused on ABC Consulting, exploring the challenges faced by an employee, George, during his probation period, particularly concerning low motivation due to negative feedback. The essay delves into the issues within the organization, such as inadequate salary structures, lack of communication, and absence of stress-relieving activities, which contributed to George's dissatisfaction and potential resignation. It identifies and describes two motivational theories, Vroom's expectancy theory and goal-setting theory, to explain George's attitudes and behaviors. Furthermore, it explores the concept of employee turnover, its causes, and the strategies the company can implement to prevent it, including improved hiring practices, fostering a healthy growth culture, recognizing employee contributions, and promoting self-awareness among leaders. The analysis emphasizes the impact of stress, work design, and job characteristics on employee performance and retention, concluding with the importance of effective leadership and motivational strategies to mitigate turnover and enhance organizational success.

Running head: ORGANIZATIONAL BEHAVIOR
Organizational Behavior
Name of the Student
Name of the University
Author Note

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ORGANIZATIONAL BEHAVIOR
The organizational behavior is one of the important factor that generates a motivated
workforce within the organization to achieve the objectives with support and recognition of the
employees. The essay is based over a case study of ABC consulting. It will highlight various
ways to analyse the problems that existed for George at ABC Consulting while he was in his
probation period but was about to resign from his current job role. The main reason behind was
his continuous creation of low motivation with respect to the feedback of his leaders. The essay
will also identify and describe two motivation theories to explain George’s attitudes. the two
theories chosen and described are Vroom’s expectancy theory and goal setting theory. There are
certain factor that contribute in the employee turnover of the organization. employee turnover is
the situation when the employees leave the organization mainly due to job dissatisfaction and
resulting into poor performance. In the end it will explain and point out certain strategies that the
company can implement to prevent turnover with its new consultants. .
The organization had various issues pertaining in the ABC Consulting. The initial
problem that started with George was negative feedback from the managers and leaders. The
organization was lacking behind to keep the employees motivated and turn their ability to
enhance the organizational performance. The salary structure provided there was not appropriate
as it was offered by the other firm while in the time of interview (Miner 2015). The organization
also lacks behind with proper job characteristics model with respect to the organizational
employees. There is no such communication among the manger and the employees which had
turned the small situation into vast syndrome. The company had no stress buster session with the
employees as it could have been more challenging when communication lacks and things
become tangy.

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ORGANIZATIONAL BEHAVIOR
The work place had no job relations among the employees and the managers. George had
been facing a lot of stress that he could not even share with any other of his colleagues. George
had been serious about his works and task in the first few weeks but with times it had been
gradually decreasing as it resulted into resigning from his job. There is no proper appraisal
recognition structure which is beneficial for the organization and for the employees to track their
performance and increase accordingly.
Managing work related stress is essential for an individual to increase its self-evaluations
and psychological capital. This role can be played by the managers itself to help and support the
employees to accept the challenges easily and work on it effectively.
The job redesigning and crafting can be allocated to the employees for them to withdraw
their stress. George was facing a high control model with active jobs where he had challenging
tasks to perform, high decision skills were required to make the best fit option apply to a
situation according to the job demand control Model. the model usually has 4 sections where it is
marked with high control, low control and on the other hand high demand and low demand.
George was facing high demand with high control in his work environment.
Stress can bring about certain changes in the environment such as physiological,
psychological and behavioral consequences which can even lead to poor job performance, job
dissatisfaction and major health loss. George was a victim suffering from psychological and
behavioral consequences resulting into low job performance, absenteeism, low commitments,
depression and dissatisfaction.

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ORGANIZATIONAL BEHAVIOR
The company could avail the work balance system to its customers by providing personal
leaves and holidays. Giving options to the employees to work with flexible work time can be
another useful decision made by the company.
Since, there are various theories in the world that can be explained but here in this
context the chosen Herzberg’s Two factor model, Smart goal theory and Vroom’s expectancy
theory.
Herzberg’s Two factor model.
The two factor theory of Herzberg is combined and classified with two sub-headings
namely, Hygiene and Motivators. It says that an of the factors that is not satisfied in life it
reduces the motivation level in an individual. The hygiene factor describes the supervision and
salary parameters (Alshmemri, Shahwan-Akl and Maude 2017). While, motivator is combined
with promotional opportunities, recognition, responsibility and achievement.
Smart setting theory
This theory tells an employee that what needs to be done and for that purpose the amount
of effort required. It significantly affects the motivational level of an employee as he knows what
he needs to achieve in the given time period. However, it affects the more when such big goals
are achieved it automatically increases the performance and motivation in an individual. Goals
need to be specific, clear, precise, concrete and measurable to relate it to motivation. The
challenging kind of skills and tasks are more motivational and helpful for an employee to work
(Landers, Bauer and Callan 2017).

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ORGANIZATIONAL BEHAVIOR
S stands for specific. It would help George to understand that the projects that he will display
needs to be accomplished with how many people and when and where.
M stands for measurable. the feedbacks that he would get back are to be analyzed to recognize
the cost of the projects and its solving would require and the well presentation.
A stands for attainable. It becomes that the task has to be challenging and yet needs to be
accepted. Here, in the case when managers replied criticisms to the report shown by George
could have been accepted as another challenge raised simultaneously.
R stands for relevant. the tasks are to be relevant to the employees expertise, time, idea and
control. George could have asked for much of time and would have expressed his opinions
straight forwardly in front of the managers.
T stands for time-bound. This is agin significant for the studies and task related time and
assessment.
Vroom’s Expectancy Theory
This theory assumes that the employees are rational and guided by behavioral. A cost
benefit analysis is carefully examined to understand the action (Parijat and Bagga 2014).
It have three competencies namely as followed,
Expectancy (E) is marked as perceived relationship between the effort and the performance
appraisal recorded by the managers. George had shown a strong creativity from his side. he
developed a role clarity and sufficient amount of time and hard work to impress others.

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ORGANIZATIONAL BEHAVIOR
Instrumentality (I) is marked between the factors of good performance and the raise after the
appraisal. It could measure the performance appraisal given by the managers and the leaders. The
performance appraisal he was waiting for was not the result. He did not took the option to link
his performance with the appraisals.
Valence (V) would define out the outcome that raises the facts following effort and performance
appraisal. It ensures reward is being valued and recognized by an individual. George, did not find
this option to enjoy as he did reach negatively with the criticism of the report.
To prevent attitudes such as employee turnover in the organization, there are several
other methods. The first method where the organization is to crucially play a role that it should
look after hiring new employees that best suit the work. If the hiring process is taken correctly, it
would adversely impact in the employee turnover strategy. It is true that organization have stated
to audit the right candidate for the job role. The right fit for the culture of the organization is also
important and for this purpose it is necessary to sell the organization in an appealing way.
interview process can be taken on to ensure that the candidates fit with competencies, value,
capacities and behavior.
Putting into the right strategy by ensuring onboard wisely is by getting the new employee
invested in the organization. at this point of time, there is a need for the employees to add them
in the long term planning with specific role. It will enable to achieve the larger goals of the
organization. It is also important for the employees to understand that the organization has its
investment in them. It will give the employees a clear understanding with a clear picture of roles
and responsibilities, accountabilities and the timelines as well.

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ORGANIZATIONAL BEHAVIOR
The third strategy is to promote a healthy growth of culture. This will enable the
employees to display their own skills and capabilities and bring innovativeness in their work. It
will encourage informal networks and information sharing throughout the departments or the
teams of the organization. It makes the work look interesting and engaging and also brings
creative side of the employees to the organization. It makes work collaboration with the
employees.
The other important strategy that is used by the organization are to recognize the
employee contributions or in simple reward contributions. Recognizing and acknowledging
contributions and appraisals to organizational goals can well reduce the employee turnover
because it is one of an effective way to retain the potential employees. The human resource
leader must engage with the establishing of the appraisal systems to make acknowledgement
easy and effective for the managers. This are set after estimating the proper recognition
structures of appreciation (Alshammari, Almutairi and Thuwaini 2015). It also ensures happier
employees, improve in workplace relationships and boosts in employee engagement.
The last strategy is to work with the company leaders on self awareness. This is one of
the important reason that enables the employees to stay. Similarly, it is also one of the main
reason for the employees to leave the organization. leaders are the main reason with which the
responsibilities of the teams are created and designed. It is important to hire required leaders in
all the stages equipped to grow over time. It can also be achieved by training the managers on
self awareness, and communication and problem solving skills in severe situations.
The managers can use another way out to motivate the employees are by making the job
interesting and socially motivating by connecting the employees with the beneficiaries of their

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ORGANIZATIONAL BEHAVIOR
work (Anra and Yamin 2017). helping the employees to easily initiate with the percepts of the
work benefits and make them learn to analyze the effects of the actions.
All the above contributions of the strategies are addressed to concern with the employee
turnover rates. Hence, the above will be effectively managed with proper implementation.
From the above discourse, it can be concluded that the consequences, stress, work design
and characteristics o the job can affect the company and its employees significantly. It can be
observed that motivation is a highly driving factor that determines the employees performance.
There can be many such reasons that hamper the psychological and behavior consequences of an
individual. These could even lead to high rate of employee turnovers. The above chosen
Herzberg’s Two factor model, Smart goal theory and Vroom’s expectancy theory describes that
employees behavior and motivation highly depends on the satisfaction level and the specific
goals that are determined by an individual. Several training programs and seminars can help to
terminate the problem relating management skills that are required to operate smoothly within
the organization. To summarize the entire essay the managers play an important role of
motivating the employees with their leadership skills and strategies to retain employees.
Employee turnover is another issue that is not good for the organizational growth. Hence, there
are many ways to handle it such as enumerating effective communication among the
organization and introducing appraisal structures to recognize and acknowledge the performance.

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References
Alshammari, A., Almutairi, N.N. and Thuwaini, S.F., 2015. Ethical leadership: The effect on
employees. International Journal of Business and Management, 10(3), p.108.
Alshmemri, M., Shahwan-Akl, L. and Maude, P., 2017. Herzberg’s two-factor theory. Life
Science Journal, 14(5).
Anra, Y. and Yamin, M., 2017. Relationships between Lecturer Performance, Organizational
Culture, Leadership, and Achievement Motivation. Форсайт, 11(2 (eng)).
Landers, R.N., Bauer, K.N. and Callan, R.C., 2017. Gamification of task performance with
leaderboards: A goal setting experiment. Computers in Human Behavior, 71, pp.508-515.
Miner, J.B., 2015. Organizational behavior 1: Essential theories of motivation and leadership.
Routledge.
Parijat, P. and Bagga, S., 2014. Victor Vroom’s expectancy theory of motivation–An
evaluation. International Research Journal of Business and Management, 7(9), pp.1-8.