MG414: Organisational Behaviour - Culture, Teamwork & Performance

This report delves into the critical aspects of organisational behaviour, focusing on the impact of organisational culture and teamwork on employee performance. It examines various theories, models, and concepts, including Taylor's Scientific Management Theory, Human Relations Management Theory, and McGregor’s Theory X and Theory Y, to understand human behaviour in the workplace. The report identifies problematic situations, such as communication gaps, low motivation, and harassment, and analyses factors in the workplace environment that contribute to performance issues. Primary research findings are incorporated to highlight key factors affecting employee productivity. Furthermore, the report explores strategies for changing employee behaviours using re-enforcers like positive reinforcement, avoidance learning, extinction, and punishment, providing recommendations for improving employee performance through appraisals, monetary and non-monetary incentives. This student-contributed document is available on Desklib, where students can find a wealth of academic resources and study tools.

Organisational
Behaviour –
Organisational
Culture and Team
Work

Executive Summary
Report discussed that, businesses that want to broaden efficient and properly-functioning
groups and employees ought to first develop a positive surroundings in work cultural dynamics.
Moreover, it identifies difficult conditions within the place of business, studying
environmental factors which could purpose or sustain performance troubles
such as lack of: task clarity, goal-setting, resources etc. Moreover, discusses
the lack of clarity of duties, intention setting, sources, and actions the use
of “recruitment” as a reaction, praise, or financial and non-monetary
reasons to improve the performance of a person, organization, or
organizational process/manner. Finally, it provided various re-enforcers for
improving employee performance such as appraisals, monetary and non-
monetary incentives, etc.

Table of Contents
INTRODUCTION...........................................................................................................................1
Theories, models and concepts relating to the study of human behaviour in the workplace..........1
Problematic situations in the workplace..........................................................................................2
Primary research..............................................................................................................................3
Factors in the workplace environment that could be causing the performance problems......4
Changing employee behaviours by using ‘re-enforcers’.................................................................6
CONCLUSION................................................................................................................................9
RECOMMENDATION...................................................................................................................9
REFERENCES..............................................................................................................................11
BIBLIOGRAPHY..........................................................................................................................12
Appendices.....................................................................................................................................13
Appendix 1 General performance evaluation form for primary research............................13
Appendix 1 Employee performance evaluation...................................................................14

INTRODUCTION
Building an organisational culture and collaboration isn't like constructing a group or team.
Businesses that want to broaden efficient and properly-functioning groups and employees ought
to first develop a positive surroundings in work cultural dynamics. This sort of way of life can
help attract skills and retain success employees in crew operations (Aramburuzabala and et. al.,
2019). Whilst collaboration becomes an essential part of a company's tradition, it advantages the
company, its employees, and its clients. This report will describe about
identifying difficult conditions within the place of
business, studying environmental factors which could purpose or sustain
performance troubles. Moreover, it will discuss lack of clarity of
duties, intention setting, sources, and actions the use of “recruitment” as
a reaction, praise, or financial and non-monetary reasons to improve the
performance of a person, organization, or organizational process/manner.
Theories, models and concepts relating to the study of human behaviour in the
workplace
Taylor's Scientific Management Theory
In 1909, Frederick Winslow Taylor published an experiment in which he argued that
encouraging people to work hard is no longer an effective way to improve the production and
development of human goods. Apart from that, he said companies could benefit by dividing jobs
into simple tasks and expressed the view that managers and employees should work together
instead of competing. While this may sound obvious, it has become a modern concept when
production unit managers and employees often communicate little or nothing at all (Botke and et.
al., 2018). Indeed, there was no stability and people were often strongly encouraged by financial
aid, to work as hard as they needed. Taylor's staff should be rewarded in accordance with their
production needs, a concept that still exists today. Indeed, his theory changed the nature of
technology over time as relationships between people and managers became closer and managers
received greater rewards for day-to-day work. Taylor outlined 4 important principles business
leaders need to adhere to. This includes performance monitoring, which assigns employees
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equally to tasks primarily based on individual strengths and provides advice to individual
employees on how to make compensation.
Human Relations Management Theory
After Taylor, the Hawthorn mentioned a model for explaining how communication between
employees and management can affect business success. The conference highlighted how
important it is for groups to demonstrate a certain type of investment for their employees with
the help of treating them as human beings and no longer productive (Crane and Hartwell, 2019).
It is often said that people do best if they can be rewarded for their achievements and skills, and
it is clean by miles that top team. Flexibility also plays an important role in maintaining
commercial business principles.
McGregor’s Theory X and Theory Y (staff motivation and team culture)
Working in the 1950s and 1960s, Douglas McGregor evolved a paper called the X&Y
control concept. He talked about that everyone, including managers and supervisors can be
divided into two categories. Idea X refers to the phase one and explains that all managers ignore
their personnel and assume they must paintings hard, such managers are usually less powerful.
On the other hand, managers within the concept Y class consider that their employees experience
operating. They trust it's far essential to help personnel enhance by means of giving them
improvement possibilities and trusting them to carry out positive obligations on their own. YY
idea leaders also ambitions to set an acceptable, soothing and collaborative place of work that
fosters brotherly love and collaboration among employees (Esser and et. al., 2018). In the long
run, McGregor argued that idea Y executives outperformed theory X executives because the
combination of a good team environment and one-on-one boom opportunities created better
running surroundings, bolstered company character, and in the end improved profits.
Problematic situations in the workplace
People spend about 3 percent of their adult lives on working, and business environment
issues are not a rare source of stress. It is impossible to have an environment in which everyone's
roles, expectations, and personality are grouped together seamlessly, without interference, fights,
queries and stress. Therefore, certain occupational problems may target symptoms and critical
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psychological symptoms. Research suggests that the perceived stress in the business
environment, for example, is related to the high prevalence of mental health problems as well as
melancholy and anxiety. Employees may find a place to discuss their business problems or
challenges with certified professionals who are useful to each of them professionally and in my
opinion. Common job problems that employees face include:
 Communication gaps
 Gossip
 Low motivation and job satisfaction
 Bullying
 Harassment
 Interpersonal challenges and conflicts
 Discrimination
 Performance issues
 Poor job fit
The workplace is usually a place where people have different personalities, exchanging
styles, and worldly ideas. This difference is one that may be a stress reliever in the management
and may later cause stress and despair for those involved. Although all employees have the right
to be treated fairly and to feel safe in the workplace, some employees are subject to harassment,
harassment, and / or discrimination (Field, 2020).
Primary research
Through an overall examination of the reasons for the lacking performance of the
employees and staff within an organisation it was obtained that there are various factors within
the organisation that creates performance problems. For this purpose performance evaluation
form by the managers was obtained that helped to determine factors for lacking organisational
performance. It is an effective method for examining and identifying the reasons for poor
employee performance within the organisation.
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Figure 1: General performance evaluation form for primary research
Factors in the workplace environment that could be causing the performance problems
The following are the factors determined by primary research that lessen employee
productivity in the place of work:
 Personal warfare or Ego clashes: This generally happens between two people with
conflicting personalities. Problems arise while there is distrust among two events in their
intentions and moves.
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 Pressure: The current place of work is full of requirements, closing dates, and greater.
Some people under strain, even as others resist this growing stress. For this reason, it's far
adversarial surroundings wherein excessive ranges of pressure negatively affect worker
productivity.
 Heavy responsibility: personnel from time to time grow to be dissatisfied with their
work while the workload increases unexpectedly, which is meditated inside the work
level. It also influences their health and discourages them.
 Lack Suitable assets: Employees have to provide enough time and realistic sources to
make their activity less difficult (Gibbs and Kharouf, 2022). This could assist them do
their satisfactory and be happy with their achievements.
 Lack of leadership for chief Executives: Managers encourage, inspire and encourage
their subordinates to do their jobs. But, when the same boss inflicts aggressive conduct
and punishment, it becomes place of business bullying.
 Improper Roles Distributions: It happens when specific personnel are assigned
incompatible roles on the identical time. This ambiguity of employee intentions and
expectancies creates anxiety and creates conflict among personnel.
 Lack of responsibility: Lack of accountability occurs when there is a loss of clarity
amongst employees about roles and duties and relationships with group individuals.
Whilst matters cross properly, all and sundry wants to be praised, and whilst matters
move wrong, nobody takes obligation.
 Confidentiality: Not inform the employees of decisions or choices can explicit
organisational opinion and spread rumours. This can damage the popularity of the
business enterprise and undermine the credibility of management.
 Warfare of concepts: Organizations have personnel in any respect levels. They give a
rigid and fast standards, ideas, and principles that everybody within the agency can adopt
(Jitpaiboon and et. al., 2019).
 Harassment: Sometimes a manager or co-worker threatens a worker or uses abusive
language about their paintings for no cause (Malik and et. al., 2019). This creates an
environment of hatred within the place of work. It is able to also diminish experience of
belonging of the employees.
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 Visual Discrimination: Worker discrimination may be deadly to a business enterprise.
This violates key aspects of employee conduct which can be directly related to labour
productivity. This may also result in a high frequency of dissatisfaction among personnel.
 Negative performance control: Bad performance can purpose numerous problems for
the organisation and its employees. No longer only is it unfair for tough-operating people
to have low impacts, but in addition they sense horrific, and excessive stress can cause
problems.
 Impaired health: Impaired fitness of a worker can severely affect production capacity. It
has negative effects including common absenteeism, low morale and disinterest in
organizational goals.
Changing employee behaviours by using ‘re-enforcers’
It is vital to distinguish between integration and motivation. Motivation is a fundamental
mental technique this is deeply rooted in nature, as defined inside the next bankruptcy.
Consequently, motivation is in particular intrinsic. The employee reviews it and the next
manifestation can handiest be seen in actual movement (Waddell and et. al., 2019). Alternatively,
the amplification is substantive and often externally managed. Your boss can emphasize what
you don't forget suitable conduct without knowing the motive for the behaviour. For instance, a
manager who has the addiction of pronouncing “cool” on every occasion a brand new concept is
brought can make stronger the call of a subordinate without knowing why the end result is being
accomplished.
From a management attitude, there are several behavioural change techniques that promote
gaining knowledge of in organizational surroundings. There are at the least 4 kinds to look at out
for Positive Reinforcement, Avoidance Learning, Extinction, Punishment. Every type plays an
extraordinary role in each the getting to know mode and level. Right here each is taken into
consideration one by one.
 Positive Reinforcement. A great praise is to provide a person with appealing final results
that fits the favoured behaviour. As Skinner puts it, "wonderful reinforcement is a
motivation that will increase the chance of a fine response while brought to a state of
affairs." for high quality reinforcement to assist produce the favoured conduct, numerous
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conditions need to be met (Rezvani and Khosravi, 2019). First, reinforcement itself
(reward) should be utilized by the worker. Conduct cannot be formed if employees are
not fascinated, reinforcement must be carefully related to the favoured behaviour.
 Avoidance Learning: A second way to enhance gaining knowledge of is to avoid or
strengthen bad conduct. Avoidance learning refers to the desire to avoid ugly situations or
outcomes via following a favoured behaviour. Employees learn to keep away from ugly
situations through performing in certain approaches. While a worker does a good activity
or usually arrives early, the supervisor ought to not harass, criticize or embarrass the
employee. Possibly over time, an employee will discover that suitable behaviour reduces
the area of a manager. To hold this fame, employees preserve to behave as they desire.
 Extinction: Extinction guidelines endorse that undesirable behaviours will decrease
because of a lack of wonderful reinforcement. If an extended-time period employee of a
permanent role model does not get hold of a supervisory advice and a profits boom
advice, this discrepancy can be predicted to “forestall” the postpone. Employees are tacit
however might also try to arrive on-time goals with the expertise now not cause the
favoured outcome.
 Punishment: Subsequently, a fourth behaviour change strategy is used by managers and
bosses to punish (Tsai, 2018). Punishment is controlling the unpleasant or terrible effects
of undesirable behaviour. An example of the usage of corporal punishment is while a
manager publicly rebukes or fines a worker who has a procrastination dependency.
Possibly the employee will keep away from destiny delays to keep away from such
unwanted results. The display suggests the most often used penalties and the most
common prizes.
Rewards Punishments
Pay raise Oral reprimands
Bonus Written reprimands
Promotion Ostracism
Praise and recognition Criticism from superiors
Awards Suspension
Self-recognition Demotion
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Sense of accomplishment Reduced authority
Increased responsibility Undesired transfer
Time off Termination
 Feedback is defined as offering statistics about overall performance. There are two
comments functions at work:
o Normal Feedbacks: Responsive teaching feature to make clear roles and teach
new behaviours. This sensible guide can make certain that personnel and
managers have clean information of what's predicted of the activity.
o Encouraging Feedbacks: The inducement characteristic of the response is to
behave as a reward or as appraise for a reward (Sharma, 2018). This type of
feedback can enhance employee engagement and pride with their paintings.
 Responsive coaching and motivation are each important in the place of work. Beneath
is a listing of feasible results for a supervisor who offers an effective reaction. Worker
performance is defined as “the manner in which a worker plays his or her duties and
performs the duties required. It approaches performance, quality, and efficiency of
worker outputs. ” worker performance appraisal facilitates an agency to evaluate the
employee's value to the corporation. performance appraisal is defined as “a systematic,
normal and periodic system that evaluates the overall performance of an character's
overall performance and productiveness with regards to unique pre-determined situations
and organizational goals.” staff overall performance is recorded and evaluated as part of
activity development and regular organizational reviews via overall performance
appraisal.
 Financial and Non-Financial Incentives: Encouragement is a reward given to someone
to motivate his movements within the way he needs. Incentives have the electricity to
inspire and are extensively utilized by individuals and big companies to mobilize
employees (Tsai, 2018). Economic blessings are financial incentives that employers
regularly use to inspire personnel to meet their goals. Cash, that is an image of electricity,
role, and prestige, plays an important role in assembly one's nicely-being - security and
bodily desires. Yet money plays a role as a facilitator wherein psychological and
protection wishes are met. It states that by way of definition, non-financial compensation
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for any objects or enjoys rewards offered in a repayment scheme is because of the green
overall performance of an employee, which may be easily allocated financial fee.
Typically, measurable blessings are items or occasions for which repayment is a
monetary praise. non-monetary compensation are greater memorable, regularly extra
valuable than their charges, simpler to separate from income, more appealing to gen-z
personnel and millennial, less difficult to speak approximately and feature emotional
value.
CONCLUSION
It has been concluded from the above report that, businesses that want to broaden efficient
and properly-functioning groups and employees ought to first develop a positive surroundings in
work cultural dynamics. Moreover, it has been identifying difficult conditions within
the place of business, studying environmental factors which could purpose or
sustain performance troubles such as lack of: task clarity, goal-setting,
resources etc. Moreover, has been discussing the lack of clarity of
duties, intention setting, sources, and actions the use of “recruitment” as
a reaction, praise, or financial and non-monetary reasons to improve the
performance of a person, organization, or organizational process/manner.
Finally, it has been providing various re-enforcers for improving employee
performance such as appraisals, monetary and non-monetary incentives, etc.
RECOMMENDATION
It can be recommended to the organisations that they must improve their practices of
managing people like creating communicating meaningful relations among them, proper work
distribution, improving orientation and on boarding, engaging employees, coaching employees,
communicating effectively with employees, employee recognition etc. for enhancing employee
performance and overall organisational performance. Moreover, it can be recommended that the
organisation can use re-enforcers such as positive reinforcement, avoidance learning, extinction,
punishment, feedback, responsive coaching and motivation, as well as financial and non-
financial incentives to improve employee performance that finally leads to improved
organisational performance.
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REFERENCES
Books and Journals
Aramburuzabala, P. and et. al., 2019. Embedding service learning in European higher education:
Developing a culture of civic engagement. Routledge.
Botke, J. A. and et. al., 2018. Work factors influencing the transfer stages of soft skills training:
A literature review. Educational Research Review, 24. pp.130-147.
Crane, B. and Hartwell, C. J., 2019. Global talent management: A life cycle view of the
interaction between human and social capital. Journal of World Business, 54(2). pp.82-
92.
Esser, A. and et. al., 2018. A female leadership competency framework from the perspective of
male leaders. Gender in Management: An International Journal.
Field, L., 2020. Organisational learning: Basic concepts. In Understanding adult education and
training (pp. 159-173). Routledge.
Gibbs, T. and Kharouf, H., 2022. The value of co-operation: an examination of the work
relationships of university professional services staff and consequences for service
quality. Studies in Higher Education, 47(1). pp.38-52.
Jitpaiboon, T. and et. al., 2019. Critical success factors affecting project performance: An
analysis of tools, practices, and managerial support. Project management journal, 50(3).
pp.271-287.
Malik, A. and et. al., 2019. The role of HRM practices in product development: Contextual
ambidexterity in a US MNC’s subsidiary in India. The International Journal of Human
Resource Management, 30(4). pp.536-564.
Rezvani, A. and Khosravi, P., 2019. Emotional intelligence: The key to mitigating stress and
fostering trust among software developers working on information system
projects. International Journal of Information Management, 48. pp.139-150.
Sharma, M., 2018. Development of a ‘Green building sustainability model’for Green buildings in
India. Journal of cleaner production, 190. pp.538-551.
Tsai, S. P., 2018. Innovative behaviour of knowledge workers and social exchange attributes of
financial incentive: implications for knowledge management. Journal of knowledge
management.
Waddell, D. and et. al., 2019. Organisational change: Development and transformation. Cengage
AU.
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BIBLIOGRAPHY
Baumgartner, C., Hartl, E. and Hess, T., 2021, March. New Workplace, New Mindset: Empirical
Case Studies on the Interplay Between Digital Workplace and Organizational Culture.
In International Conference on Wirtschaftsinformatik (pp. 91-107). Springer, Cham.
Grover, V., Tseng, S.L. and Pu, W., 2022. A theoretical perspective on organizational culture
and digitalization. Information & Management, 59(4), p.103639.
Lee, E. and Jang, I., 2020. Nurses’ fatigue, job stress, organizational culture, and turnover
intention: A culture–work–health model. Western journal of nursing research, 42(2),
pp.108-116.
Rodríguez-Ríos, C.Y., Narváez, A.C. and Jiménez, S.C., 2021, October. Application of the
CERT Values Measurement Model for Organizational Culture in the Management and
Quality Company. In Workshop on Engineering Applications (pp. 399-408). Springer,
Cham.
Sivakami, R. and Samitha, S.S., 2018. A study on the impact of organizational culture on
employee performance. International Journal of Management Research and
Reviews, 8(7), pp.1-8.
Yusri, N., 2018. The relationship between organizational culture and teamwork.
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Appendices
Appendix 1 General performance evaluation form for primary research
13

Appendix 1 Employee performance evaluation
14