University Name MGT210: Organizational Behavior Discussion Forum

This discussion post, contributed by a student, addresses key concepts in organizational behavior. The post begins by examining the evolving nature of employer-employee relations in a competitive business environment, emphasizing the importance of upskilling, employee retention, and improved communication. The student discusses the role of leadership changes, cross-training, and expanded job scopes in fostering positive employee relations. The post then delves into the five key personality traits—openness, conscientiousness, extraversion, agreeableness, and neuroticism—and their impact on workplace dynamics. The student shares personal preferences regarding these traits and how they influence interactions with colleagues. Finally, the post explores the work-effort motivation cycle, highlighting the interplay of employee needs, drives, incentives, and goals. The student provides examples from their experience, illustrating how understanding employee needs and providing appropriate incentives can significantly boost productivity and efficiency within a firm. The post references relevant academic sources to support its arguments.

Running head: ORGANISATIONAL BEHAVIOUR
ORGANISATIONAL BEHAVIOUR
Name of the Student:
Name of the University:
Author Note:

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ORGANISATIONAL BEHAVIOUR
Post 1
The business of this competitive world has been changing as the nature of employer-
employee relations has changed. It is helping the managers to reduce the risk of
miscommunication among the human workforce and keep them motivated all the time. In his
business context, a new trend can be seen which details that companies are focusing on the up
skilling as well as retaining of the current workers (Wellin, 2016). In this regard the strategy
of increasing employee relations with the employers is being promoted. In order to start this
in an organization, the leadership change can take place and more investment on the cross
training, widening of the job scopes and personnel management can be done. In the near
future, these initiatives from the part of the organizations will be leading to the increased
interdepartmental communication where the teams of the manufacturing department will be
communicating with the sales and marketing so that the value of the products and services
can be enhanced. In addition to this, the lack of information flow can be mitigated through
enhanced employer-employee relations. This trend of up skilling the workers, points out that
the knowledge flow from the higher authority to the lower part is a necessity. Hence through
collecting feedback from the employees about any decision of the company, allowing them in
the decision making can help the organisations effectively. Through proper communication
system, points of motivation and showing respect to their jobs, the higher authority can
convince their ground level employees for contributing their skills and retention.
Post 2.
The key personality traits in the organizational behaviour are openness,
Conscientiousness, Extraversion, Agreeableness and Neuroticism. All of these five
personality traits encourage the employees to learn in the organization. People who learn new
things become more useful to the companies. The Conscientiousness leads the pope to be

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more reliable as well as prompt. Being assertive is essential for the employees working in a
competitive scenario this makes people extraverts and energise them. The agreeableness trait
makes people sympathetic and cooperative which is needed in an organisational scenario
where a huge number of employees are working together (Parks-Leduc, Feldman & Bardi,
2015). This make the workplace to have positive work culture and motivation. Finally,
Neuroticism leads to have an emotional stability nullifying the factors of moody and tense all
the time. Starting from the ground staff to the management employees, emotional stability is
essential as they have the responsibility to make decisions. I would like my colleague to have
openness of mind and conscientiousness, extraversion, agreeableness so that I do not get any
negative vibe from them. On the contrary I feel Neuroticism personality trait to be
challenging to handle. I often try to avoid such people as I cannot manage overwhelming
human nature. I strategically tend to reduce communication with the people whose
personality traits I do not like so that I can avoid these people and do not be a reason of their
emotional instability.
Post 3.
The organisational behaviour of a human resource gets promoted when they get all
they require which include their personal as well as professionaldemands.in the work-effort
motivation cycle, there are four factor which include need of the employees, drives,
invectives and goals. This is a transition of states with the company that propels the
employees towards the satisfaction of the particular needs. This is the process how they
motivate themselves for making activities. As I have experienced while working as a ground
stuff in a firm, I have found the effect of understating of particular need both by the employee
and employers can drastically increase the productivity and efficiency of the firms. In my
company the manufacturing unit had different teams who used to indulge in competition for
achieving goals. Therefore the team realise the needs of achieving goals so that their skills

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can be exploited more. The need of the employees drove them to take actions (Kringelbach &
Berridge, 2016). This leads the team members to indulge in the training proves and more
knowledge sharing among the teams. Thus they gained a positive results that further acted as
the incentives. In my case the incentive was the highest weekly production of the teams. This
motivated the employees to achieve the goal of winning the highest percentage of monthly
production. Thus the effort keeps on affecting the results and the motivation for achieving
goal was easy. This process does not stop after the team managers achieve their gaols but this
phenomenon continues to act like a cycle of work-effort motivation cycle.

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References:
Kringelbach, M. L., & Berridge, K. C. (2016). Neuroscience of reward, motivation, and
drive. In Recent Developments in Neuroscience Research on Human Motivation (pp.
23-35). Emerald Group Publishing Limited. Retrieved from
https://www.emerald.com/insight/content/doi/10.1108/S0749-742320160000019020/
full/html
Parks-Leduc, L., Feldman, G., & Bardi, A. (2015). Personality traits and personal values: A
meta-analysis. Personality and Social Psychology Review, 19(1), 3-29. Retrieved
from https://journals.sagepub.com/doi/abs/10.1177/1088868314538548
Wellin, M. (2016). Managing the psychological contract: Using the personal deal to increase
business performance. Routledge. Retrived from
https://doi.org/10.4324/9781315593661