Organizational Behaviour Analysis: XYZ Energy and Big Energy

This report examines a case study of XYZ Energy, a government-owned energy company, and its integration with Big Energy. The analysis focuses on the adverse effects of the integration model on the employees of XYZ Energy, including decreased motivation, career stagnation, and a decline in workplace culture. The report identifies key issues such as the lack of enthusiasm among employees, threatened career progression, and feelings of being excluded. Recommendations are provided to mitigate these issues, including ensuring equal opportunities, basing judgments on merit, providing training and guidance, promoting employee motivation, and actively involving employees in decision-making. The importance of organizational behaviour in enhancing organizational performance and the need for positive workplace culture are also highlighted. The analysis emphasizes that the success of the integration model relies on employee motivation, fair treatment, and the alignment of employees with organizational goals.

Running head: ORGANIZATIONAL BEHAVIOUR
Organizational Behaviour
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ORGANIZATIONAL BEHAVIOUR
1.
Organizational behaviour and the attitude of the employees have a key role to play, in the
success of any business organization. The organizational culture that is followed by the
employees has a strong impact on the employee performances. The management of any business
organization has to ensure that the organizational behaviour is appropriate and favourable for the
achievement of the goals of the business organization. According to the given case study, XYZ
Energy was one of the government owned energy companies. It was a successful company and
had a strong and robust business processing. The innovations in the processes that was
incorporated by the XYZ Energy, gave the company a significantly high competitive advantage
over the contemporary energy companies. The employees of XYZ Energy were loyal and had a
very low turnover rate. This highlights the fact that the employee satisfaction rate was high and
the employee retention was done successfully. Most of the staffs were motivated to work hard
and ensure that the organizational goals were fulfilled (DuBrin 2013). The employees supported
each other and worked hard to fulfil the challenges given by the company, as well as fulfil the
organizational goals. Though the morale of the employees were not high, yet they worked
diligently towards the fulfilment of the organizational goals of XYZ Energy.
However, it was observed that both the companies, Big Energy and XYZ Energy operates
in the same retail market. Bothe these companies have the same departments such as the
commercial department, operational department, trading department. In addition to all these
departments, XYZ Energy had a strategy department. Though the integration modelling was
done for the benefit of both the companies, yet with time the adverse impacts of the integration,
on the attitude of the employees were highlighted.

ORGANIZATIONAL BEHAVIOUR
With the integration model, the employees of the XYZ Energy realised that they would
not be able to compete for their promotions, on the basis of their merits. The employees were de-
motivated and a significant decline in the morale of the employees was witnessed. The
employees failed to work diligently as they lacked the urge of working sincerely. A significant
change in the behaviour of the employees of the XYZ Energy was seen as they realized that their
career and progress reached stagnation. Since the employees of XYZ Energy could not compete
with the employees of the Big Energy, based on their merits, hence they lacked the motivation of
working with sincerity and diligence. The helping attitude of the employees towards each other
and a negative workplace culture was initiated (Elliot et al. 2017). The organizational culture has
a key role to play in ensuring that the employees are motivated and works towards the success of
the organization as well as the fulfilment of the organizational goals.
The integration model had a significantly adverse effect on the employees of XYZ
Energy. The moral and the values they incorporated within themselves degraded and the
employees failed to retain the values. The motivation that the employees worked with includes
the high compensation, stable career growth, skill enhancement, as well as increase in efficiency.
However, with the integration model, the morale of the employees degraded. They failed to work
with the diligence and sincerity that they had before the process of integration (Wilson 2017).
Moreover, the employees of the Big Energy did not include the new teams with themselves. The
management team of the Big Energy rarely visited the remote office and the newly formed team,
thus lacking in the team building activities (Wilson 2013). The newly formed team did not feel
that they were an integral part of the Big Energy team, thus resulting in the lack of team spirit.
The employees of the XYZ Energy felt segregated and did not wish to get accustomed with the
culture of the Big Energy. Thus, with these adverse effects, the employees did not want to work

ORGANIZATIONAL BEHAVIOUR
diligently. Moreover, they felt insecure with their job and career. The fact that they would not be
able to compete based on their merit made them feel discriminated and unfair.
With impact of the adverse effects of the integration model was so strong that the
organizational performances degraded. Moreover, the lack of enthusiasm of the employees of
XYZ Energy resulted in a negative workplace culture, thus lacking in effectiveness and
fulfilment of the organizational goals.
2.
The issues that have been identified are the lack of enthusiasm among the remaining
employees of XYZ Energy. The career progression paths of the employee were threatened.
Moreover, they were de-motivated as they failed to become an integral part of the Big Energy. In
order to mitigate the identified issues, the following recommendations could be provided.
 The management team of the Big Energy needs to ensure that the employees of the
XYZ Energy are accepted as gladly as the employee of Big Energy.
 Since XYZ Energy has been taken over by the Big Energy, hence the employees of
both the companies should be given equal opportunity to plan their career.
 It is also recommended that the employees of both the companies should be judged
based on the merits they have and the skills that they have acquired with experience.
 The equality among the employees of both the companies needs to be practiced by the
management of the Big Energy, such that the employees are not discriminated.
 Talent should only be the basis of judgement.
 The new team formed by the people of the XYZ Energy should be induced and
aligned with goals and objectives of the Big Energy

ORGANIZATIONAL BEHAVIOUR
 The management team of the Big Energy needs to give adequate respect and position
to the management team of the XYZ Energy, such that they could also be a part of the
management team. However, the management team of Big Energy dismissed the
management team of the XYZ Energy, thus de-moralising the employees of XYZ
Energy.
 The remaining employees of the XYZ Energy should have been accepted gladly and
included in the team of Big Energy, in order to boost the morale and motivation of the
employees of XYZ Energy
 Another recommendation that could be suggested for the management of the Big
Energy is that special training and guidance to the employees of the XYZ Energy
could have been given, such that they are able to align themselves with the
organizational culture of Big Energy.
 Motivation is an essential activity for employees of any business organization
(Lazaroiu 2015). The leaders at the Big Energy could have motivated all the
employees, irrespective of the company they belong to, such that the all the employees
could have worked towards the fulfilment of the organizational goals.
 The effective motivation by the management of the Big Energy could have resulted in
the success of the integration, rather than failure of the integration model (Pinder
2014).
 The issues that are identified could also be mitigated with active career planning of the
employees of both the companies. It is essential to ensure the employees that they
have a good career path in the current organization (Lee and Lawrence 2013). This

ORGANIZATIONAL BEHAVIOUR
assurance given by the management of the Big Energy could have ensured the active
participation of the employees of XYZ Energy.
 Salary parity of employees of both the companies should be ensured
 While critical decision-making, the employees of XYZ Energy should also be
involved. This will ensure that the employees of both the companies will work in
harmony with each other, motivated towards the fulfilment of the organizational goals.
 The positivity of the organizational culture has to be ensured for the implementation
of positive organizational behaviour.
 The values, mission and vision of the Big Energy has to be communicated
successfully to the employees of XYZ Energy, in order to align them towards the
organizational goals.
Thus, the recommendations provided to the management of the Big Energy should be
followed such that the integration model could be successfully implemented for the benefit of
both the companies. Moreover, organizational behaviour has a key role to play in the
enhancement of the organizational performances. The behaviour and the culture of the
organization determine the success as well as the effectiveness of the business organization. The
integration model was formed with the motivation of ensuring success of the both the business
organizations. However, with the lack of motivation of the employees, as well as discrimination
among the employees of the XYZ Energy and the Big Energy, the effectiveness and
enhancement of the business is not achieved. Adequate importance needs to be given to the
activities of employee motivation as well as organizational behaviour, such that the
organizational success could be achieved. As mentioned in the case study, the discrimination of

ORGANIZATIONAL BEHAVIOUR
the employees of XYZ Energy should be successfully mitigated, such that a positive working
environment could be imparted in the business organization. Motivation, employee retention
activities have to be given importance, in order to win back the confidence and the loyalty of the
employees of XYZ Energy.

ORGANIZATIONAL BEHAVIOUR
References
DuBrin, A.J., 2013. Fundamentals of organizational behavior: An applied perspective. Elsevier.
Elliot, A.J., Dweck, C.S. and Yeager, D.S. eds., 2017. Handbook of Competence and Motivation:
Theory and Application. Guilford Publications.
Lazaroiu, G., 2015. Work Motivation and Organizational Behavior. Contemporary Readings in
Law and Social Justice, 7(2), p.66.
Lee, R. and Lawrence, P., 2013. Organizational Behaviour (RLE: Organizations): Politics at
Work (Vol. 18). Routledge.
Pinder, C.C., 2014. Work motivation in organizational behavior. Psychology Press.
Wilson, F.M., 2013. Organizational behaviour and work: a critical introduction. Oxford
University Press.
Wilson, F.M., 2017. Organizational behaviour and gender. Routledge.