Improving Organizational Performance

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Running head: Improving Organizational Performance

Improving Organizational Performance

University of Phoenix

PSY 428

Kizzy Parks

March 14, 2011

Improving Organizational Performance

This paper is based upon a simulation that helps students understand the causes of employee dissatisfaction. This paper is a summary that addresses four phases in the simulation and a description of the situation, a recommended solution with details, and the results. This paper also addresses the organizational psychology concepts addressed in the simulation by covering the following topics; theories of employee motivation used to increase productivity, knowledge of human behavior, cognition, and affect used to enhance workplace relationships, and how can organizations reduce workplace stressors for employees.

Four Phases in the Simulation

In the first phase of the simulation the situation is determining what the primary cause of low job satisfaction is among the stunt performers at Airdevils Inc. The simulation provided many tools to review to determine what the leading cause of low job satisfaction was, after reviewing the information provided it was decided that the primary cause of low job satisfaction was the lack of exciting challenges in employee job profiles.

The next goal was to recommend solutions that would make the organization more flexible while improving job satisfaction levels. The recommendations needed to stay in a budget of 150,000 dollars; the recommendations suggested totaled 149,314. The following interventions were suggested to make the organization more flexible and improve job satisfaction levels allow participation in open competitions, rotation in industry meets, training in other stunts, and performance based incentives. These recommendations were made because they had potential to make the organization more flexible. Allowing employees to participate in open competitions allows the employees to grow as stunt performers which increase job satisfaction levels. Training stunt performers in other stunts helps employees grow within the company and makes the organization more flexible. Offering performance based incentives gives employees a chance to earn more money and increases performance levels. The recommendations improved job satisfaction and performance at Airdevils Inc.

The next goal was to identify three people to be part of an informal group that prepares innovative stunt plans for Airdeveils regular customers. This team could increase the company’s ability to meet customers’ needs. The three members chosen in this simulation did share conflict styles and emotional stability however they were deemed as a bad group because their personalities did not match. When choosing group members should be chosen that have similar personalities and attitudes, complement each other well in attributes, share a high absolute skill level, and have high emotional stability.

The next objective was to suggest measures that would decrease absenteeism as well as stress levels. Absenteeism had become a problem with the stunt professionals which was having a negative impact on the company. The crew manager put together a report that showed the main reason for absenteeism was high stress levels within the team. During the simulation the following measures were selected to address the above concerns; establishing a code of conduct, biofeedback training, modifying the team structure, allowing flexible work schedules, moving temps to permanent positions in the company and stress-inculcation training. Establishing a code of conduct would set ground rules for absenteeism making consequences for employees. Biofeedback training would address the physical stressors in the workplace which could reduce the amount of sick time taken because high physical stress relates to illness. Modifying the team structure would change the team dynamics making personal...
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