Critique of Managing People and Organisational Behaviour in PAK N SAVE

This report critically examines the concepts of managing people and organisational behaviour, focusing on job design, motivation, performance appraisal, and reward systems within the context of PAK N SAVE. The analysis utilizes the Self-Determination theory to critique job enlargement and job rotation, highlighting their impact on employee autonomy and organizational effectiveness. Furthermore, Hertzberg's Two-Factor Theory is applied to evaluate the performance appraisal and reward systems, emphasizing the importance of hygiene factors and motivators. The report also explores leadership and organizational culture, specifically servant leadership and hierarchy culture, assessing their application within PAK N SAVE. The study identifies the merits of a hierarchical culture in meeting the organization's needs, and concludes by reflecting on the successful application of the chosen theories and their relevance to the case study. The report is based on the provided assignment brief, including the required APA 6th edition referencing.


Managing People
and Organisational
Behaviour
Student details:


 Critique the human capital concept in a people-
centred workplace in relation to motivation and
organisational effectiveness with the help of:
 Using one motivation theory critique on the
application of two types of job designing
 Using other motivation theory to critique the
performance appraisal and reward systems
1(a) Research
Question-1


 Selected two job designs are Job enlargement
and Job rotation (Burke, et. al., 2015).
 The motivation theory which is used to
critique above two job designs is ‘Self-
Determination’ theory.
 Company: "PAK N SAVE“
 Background: Company is a New Zealand food
warehouse chain owned through Foodstuffs
cooperative.
1(a) Overview

 Job rotation being a Job designing for motivating
employees as well as promoting organisational
effectiveness increases negative job competence.
 Job rotation diminishes employees’ autonomy as
well as relatedness (Colquitt, 2011).
 Job rotation is also
good sometimes, yet it
requires a supervised
Implementation.
1(a) Job rotation
critique


 Intrinsic motivation as well as job satisfaction
will be also affected while using job rotation as
job design.
 Job rotation can de-motivate and de-promote
organizational effectiveness in people-centred
workplace as:
 Generate conflicts among employees
 Generate resistance towards leaders
 Diminish enthusiasm towards job position and
functions (Colquitt, 2011).
1(a) Job Rotation
critique..


 Job enlargement is a job design when
employees need to do different tasks rather
than same things all the time.
 This may involve assigning more duties as
well as adds variety to an employee's job.
1(a) Job enlargement
critique


 Job enlargement use horizontal loading to give
people more jobs to do which need the same
kind of skill set.
 Whereas job rotation is kind of movement of
employee amid different jobs (Bevacqua,
2018).
1(b) Job enlargement
critique


 To improve people performance as well as
organisational effectiveness there are systems
like:
 i. Effective performances appraisal with feedback
 ii. Organisational reward and recognition systems
 The chosen theory considers 2 main factors:
hygiene and motivation (Colquitt, et. al., 2011).
1(b) Critique through Hertzberg's 2-Factor
Theory


 Hygiene can be defined as:
 Salary
 Other benefits
 Relations with managers and co-workers.
 Motivation:
 Getting recognition for the good work
 Enjoying work
 Set career path (Colquitt, et. al., 2011).
1(b) Critique through Hertzberg's 2-Factor
Theory Conti..


 When reward-recognition and performance appraisal are
given to employees on-time then:
 They feel satisfied at workplace due to getting deserving
salary
 They feel a strong and healthy relationship with co-workers
and senior mangers of the company
 The positive environment and enthusiasm for work
increases which make them enjoy their work (Huczynski, et.
Al., 2013).
1(b) Critique through Hertzberg's 2-Factor
Theory Conti..


 As per the theory says PaknSave should add
more recognition and reward ceremonies.
 ‘PaknSave’ can enhance their employees’
performance through offering random and
surprising rewards and recognitions within the
organization.
 In ‘PaknSave, reward and appraisal system will
further motivate employees towards their
future career.
1(b) Critique of performance
appraisal and reward systems of
‘PaknSave’


 To develop reflective awareness as well as
evaluate organisational behaviour within
leadership and organisational cultural
concepts through:
 One leadership theory: Servant Leadership
 One organizational culture theory: Hierarchy
Culture
2(a) Research
Question-2