Consider the case: “Job satisfaction at Omega Technical Services Ltd” by D. Adam-Smith and L. Littlewood. In Adam-Smith, D. and Peacock, A. (Eds), Cases in organisational behaviour (pp. 151-162). London: Pitman and Prepare a report that addresses (i.e., explains) the situation in the case (i.e., high job turnover among professional staff) taking the perspective of work motivation and employee attitudes.
Word count: 3000
Module: Organizational Behavior
Introduction to Omega Technical Services Ltd.
A labor intensive medium sized firm “Omega Technical Services Ltd” was established in mid 1950s. The main focus of Omega was to provide technical services to the different clients mostly from engineering sector. Omega consists of 180 full time staff which is dispersed in eight different regional offices.
Main services provided by Omega were to provide documentation service in the form of manuals for operations and maintenance. In 1984 as a result of increased competition and falling profit margins in the field the company planned a cost reduction plan and changes to its management style to improve the efficiency of the organisation and to remain competitive in the business sector. But at the same time board of directors were concerned about the low morale of the employees and its impact over the performance of the company. There were increased incidences of low quality work followed by high turnover i.e. 33% over the last full year. After going through the provided case study and the relevant study materials, it is established that Directors of the Omega was trying to find out the main reason for low morale within the organisation and to find the recommendation which will improve the job satisfaction of employees which will ultimately improve the productivity of the staff and create new knowledge. To full fill this objective a formal attitude survey was conducted by the personnel manager of the Omega ltd. with the help of anonymous questionnaire. The questionnaire was designed by using both open ended questions and closed questions. The final questionnaire was consists of 83 questions, out of which 68 were closed questions and 12 were open ended. Closed questionnaires were conducted to address five main areas including, general satisfaction, communication, fairness/supervision, and involvement/identification. Matters relating to other jobs and companies which included some pay issues. KEY CURRENT AND FUTURE CHALLENGES
The overall response rate of the survey was 42%. Based on that analysis of the result of the questionnaire and supportive reading from the available literature, now we will look at some of the most important current and future challenges which Omega is facing, and which can affect the overall performance of the group in the near future in the strong competitive and innovative market. The key challenges facing Omega can be summarized as follows: 1. Understanding Culture and Employees Management Relationship 2. Lack of Communication within the Organisation
3. Creating Organizational Knowledge ( lack of investment in Research and Development) 4. Attracting, Motivating and Retaining workers in Omega 5. Rewards system
Creating a Knowledge Sharing Culture
Gordon (1996) defines an organisation’s culture as the part of its interior atmosphere that includes a set of postulations, values and principles that organisational associates share and use to direct their execution. Omega also has the need to create a strong culture to build relationship among organizational levels. Hence one key challenge for Omega is the need to build a knowledge culture that facilitates and inspires people to generate, split, and exploit knowledge for the advantages and lasting accomplishment of the organization (Oliver and Kandadi, as cited in King, 2007). Organisational culture is argued as powerful input for effective and efficient management and organizational learning (Janz and Prasamphanich, as cited in...
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