Improving Organizational Performance

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Improving Organizational Performance
Mary Ann Mattern
November 26, 2012

Celsey Evans, of Airdevils, has hired Peter Mallow, of Dream Teamworks, to address the problems currently existing in and affecting the Airdevils Company. These problems consist of dissatisfaction among customers, less wins at award ceremonies, a high turnover rate, and low job satisfaction among employees. Surveys, amongst other factors, determined that job dissatisfaction is particularly high among the stunt performers. With the stunt performers as the target group of the study, Celsey and Peter will identify the reasons for psychological underpinnings of low job satisfaction in the company. Using motivational and behavioral approaches and making adjustments to the core reasons for employee dissatisfaction will help Airdevils attain the status that they seem to have lost. Determining the underlying causes, implementing interventions, creating a team for preparing innovating stunts, and reducing stress among employees are the keys to catapulting Airdevils back to the status it deserves. According to the JDI and JIG (survey) scores for Airdevils’ employees the stunt performers are the least satisfied in general, but all of the employees are dissatisfied below acceptable levels in Promotion (infrequencies) and Pay (too low). Supervision and Work are also low with stunt performers but higher than “good” among other employees. If one were to rely on this information alone, one would determine that pay and promotion needs to be examined and adjusted. Further information provided, blogs and profiles, show that there are issues with ‘holier than thou’ attitudes among E8’s, less time at home with family members, low salaries, and drudge routines. After examining these factors one can determine generally that the main cause of low job satisfaction among stunt performers at Airdevils is that the stunts lack exciting challenges. Because the members of Airdevils performing teams were put into hierarchal positions, they were placed into specialized stunt routines. This created a more rigid organizational structure. * Though the budget does not allow a perfect overhaul to Celsey’s organization, many interventions can be chosen to be simply delayed. Recommended for the Airdevils immediately are allow participation in open competitions, entering in a new line of stunts, rotation in industry meets, and offering performance-based incentives in salaries. Allowing performers to perform outside work and cross-training are factors that should be considered quickly. After implementation of these interventions there proves to be a marked increase in the company’s performance and there is an improvement in job satisfaction. * In the next phase of the reorganization, Celsey wants to create a group of three people to begin preparing innovative stunts for the regular customers of the Airdevils. Should this idea work well, the customers will like the plans and will want to spend extra money for stunts consultation. In this case, the Airdevils will form a stunts consultancy division. Given seven excellent candidates for this three person team the three chosen by Dream Teamwork’s for Celsey’s team are Cari, Charlie, and Alverta because of their combined work experience, enthusiasm for the job, personalities, and high probability of achievement. Applying this decision is successful. The mixture of experience, high skill levels, and high emotional stability prove to be an excellent combination to make a powerful team for the Airdevils. * In the next phase, Dream Teamworks helps Celsey choose what measures should be taken by the Airdevils to reduce stress among the support crewmembers. After considerations of the measures available to the Airdevils those that would most benefit the company and its staff are relaxation training, stress-inoculation training, software training, modifying team structure, offering transportation services, establishing a...
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