Solving Organizational Behaviour Issues

Topics: Job satisfaction, Management, Motivation Pages: 19 (6484 words) Published: April 8, 2013
AA St. Catherine
“Solving Organizational Behaviour Issues”

Table of Contents

Introduction-------------------------------------------------------------------------------------P. 3

Revamped Job Design------------------------------------------------------------------------P. 3

Recommendation and Implementation Difficulties---------------------------------------P. 5

Increased Job Satisfaction Though Consistent Reward Systems-----------------------P. 6

Recommendation and Implementation Difficulties--------------------------------------P. 7

HR Management for Better Leadership---------------------------------------------------P. 8

Recommendation and Implementation Difficulties------------------------------------P. 10

Motivation-----------------------------------------------------------------------------------P. 12

Contingency Plan for Damage Control--------------------------------------------------P. 13

Conclusion ---------------------------------------------------------------------------------P. 14

Appendix A--------------------------------------------------------------------------------P. 15

Bibliography-------------------------------------------------------------------------------P. 21

It has come to our attention that AA St. Catherine has recently experienced organizational behaviour issues and has outsourced us anonymously to research and highlight these problems in need for change. Findings of the store’s investigation have shown multiple glitches within the job design, reward system, management and motivation, deteriorating employee satisfaction as a whole. The following report describes this situation and outlines the course of action to be taken, in the hopes of improving the current work experience for all personnel at AA St. Catherine.

Revamped Job Design
A problem that AA St. Catherine faces regarding its employees is the lack of skill and task variety, both of which help lead to job enrichment. This is defined as the extent to which a job requires an employee to use a number of different skills, abilities, or talents (John & Saks, 2011). Employees are more intrinsically motivated by jobs that are high on skill variety. Findings have shown that employees at AA have become less inherently motivated and have a lower quality work experience and job involvement (John & Saks, 2011). As the first interviewee mentioned, she needed a change because she grew tired of doing the same thing repeatedly and having the identical routine for three years. She got “sick” of it. John & Saks (2011) mention that although performing the same task on a constant basis may lead to specialization, the lack of variety and the limited skills required to perform the job will leave the worker dissatisfied, since the job will become too straightforward. This should pose a concern to AA St. Catherine because both of the interviewees were good at their job and would have liked to move up in the company, but ultimately decided to leave for this exact reason. The company must learn to recognize the talent they already have in their grasp before they let it slip, otherwise there will continuously be more employees who perform well and possess potential that end up leaving because they are constantly given one-dimensional tasks that do not require many skills. AA St. Catherine also seems to be lacking in the areas of task identity and feedback. The managers would only occasionally recognize good work and would never offer any coaching or motivation for improvement. This could be a consequence of the store having managers with bad interpersonal skills. This lack of feedback and its inconsistent conveyance by managers, referred to as “kids” by one of the interviewees, also led to low task identity. Task identity is the extent to which a job involves doing a complete piece of work, from beginning to end (John & Saks, 2011). There often was no chance of fulfilling a set-task in its totality...
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