The first team case based on “Pamela Jones: Former Programming Manager,” observes a number Organizational Behaviour issues related to the lack of motivation in the workplace. These negative feelings are driven from a weak corporate culture, poor organizational structure, and failure to recognize the importance of intrinsic motivators. It is evident that an organization should address these internal necessities in order to manage job satisfaction. An organization’s failure to empathize with these needs, not only generates job deprivation, but also leads to high employee turnover. Throughout this paper we have identified and analyzed the underlying symptoms and have set recommendations to stimulate a healthy work environment.
The first set of problems arises from deficiencies at an Organization’s Structural level. Structure is critical to an organization as it is the backbone that formally defines roles, reporting relationships, and membership statuses within a corporation. It is often defined as the skeleton that holds an organization’s core values and corporate culture (Langton, Robbins, & Judge, 2010). Without structure, it becomes difficult to identify the talents present that can maximize organizational effectiveness and efficiencies. In this case study it is apparent that the IT firm does not have a formal organizational structure. This is demonstrated by their inadequate training program, inability to retain senior staff, and excessive blending of duties to achieve cost savings. Poor structural indicators not only result in job mismatches and ineffective use of human resources, but also it contributes to work overload, high employee absenteeism, and employee turnover.
The second set of complications relate to the weak Corporate Culture. While structure is the building block of an organization’s foundation, culture focuses on the inner workings of the organization and defines how people behave and feel based on shared beliefs, cultures, truths, and assumptions (Langton, Robbins, & Judge, 2010). If personal and organizational objectives are identical, enthusiasm for pursuing an organization’s goals will likely be high. In this sense, shared values contribute to internal control because they help individuals, groups, and the organization make sense of corporate norms. However, when a mismatch exists between personal and corporate values, people lose interest and dedication to their roles. It is apparent in this case that poor workplace flexibility, misleading promises by management, and a lack of work/life balance are factors that impact job dissatisfaction.
The third series of issues relate to the lack of both extrinsic and more importantly intrinsic motivators at the IT firm which cause lower productivity and sluggish behaviour. In particular, the first sign of Pamela losing her interest in her career begins when she finds herself unchallenged, potentially facing gender inequality, and being offered empty promises time after time in regard to job advancements. The build-up of negative events leaves Pamela feeling underappreciated and taken for granted which eventually leads to her resignation. On top of these frustrations, she was forced to tolerate her co-workers’ poor work ethics since senior management was out of touch with staff performance. Her programming team seldom completed debugging their code, so Pamela stayed late almost every night to find their errors (Scott, 1984).
Lack of organizational structure and direction is one of the main factors which is creating low employee motivation in this case study. As a new employee, Pamela was shuffled from one position to the next, not for cross-training purposes, but rather to fill in gaps for her department caused by absenteeism, work overload, and frequent employee turnover (Scott, 1984). Situations such as these often happen when management undervalues human capital and fails to properly...
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