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Institution

 

Organizations have used various organization practices for effect of positive change in the organization. From my personal work experience, I have observed some of these practices having a positive change within the organization. These practices include employee recognition, organizational behavior modification and training programs.

Employee recognition program are programs that publicly recognize and reward employees for their specific behaviors. Studies have shown that, this has a positive effect on improving job performance along with capturing business values of organization (Robbins, 2009). Robert has continued reviewing that, when employees are rewarded on their good work it improves morale of job performance.

Training programs are designed organizational activities that are planned to facilitate knowledge with skill acquisition in order to change behaviors of employees and improve their performance. According to Reddy (2004), the most effective method of training is behavior modeling training that is based on modeling component of social cognitive theory. Reddy argues that, behavioral modeling training has positive change on learning, skills and work performance behavior in that trainees are usually instructed to set goals which eventually lead to effectiveness work environment.

Organization behavior modification is among learning principles that influences organizational behavior. This practice occurs when managers apply tools of operant behavior in running an organization. Specifically, this model provides a five-step relevance framework for identifying, analyzing, measuring, intervening in and evaluating employees the related task behaviors that is aimed to improve work performance. Researches have indicated its significant effects such as improve productivity for instance sales performance, punctuality, attendance and safety. The effects on work performance and behavior change is due to reinforcement principle of behavior modification, every behavior is subject to contingent consequences.

In conjunction, finding ways to motivate employees may be a challenge prospect for employers but it has been known to be most effective component in any successful organization in increasing employee work performance. Among various theories of motivation used is Herzberg’s theory of motivation with Maslow’s hierarchy of needs. Herzberg, a psychologist projected a theory concerning job factors that tends to motivate employees (Jain, 2005).

             In 1959, Herzberg assessed factors that affect people attitude about work that include working condition, supervision, interpersonal relations and salary that if positive create job satisfaction .From his data he found motivation as an element that enriched a person’s job. In his research, he found motivation elements that determined job satisfaction are participation, recognition and goal setting.

            Employees who participate in their organization have a sense of belonging thus having job satisfaction for instance in decision-making. When employees participate in decision-making, it results to better decision-making of organization that has a long turn of increasing an individual work performance. Setting goals acts as a powerful motivational factor. When employees are given a chance to set goals they feel proud in giving their contributions and thus more likely to meet those goals and increasing their Performance.

            According to Jain (2005), Maslow’s theory of hierarchy needs of motivation and personality was published in 1954. This theory assessed how individuals are motivated by unsatisfied needs. This implies that, certain factors need to be dealt with before an individual is satisfied. In his theory, he came up with various types of needs such as safety, love, esteem, survival and survival toward self-actualization. Satisfying these needs in organization is healthy that result to adequate motivation in workplace. This implies that, these needs need to be satisfied to pursue high level of motivation in self-fulfillment and job satisfaction (Jain, 2005).

            However, Jain argues that, when employees are not motivated they may undergo stress. Various causes of stress include the following. Employees that consistently have too much work to do are highly stressed since most of them work throughout the day and a time at home. On the other hand, too little creates stress because employees may end up feeling unworthy in delegation of duties. The suitable coping approach for this stress is employees performing duties that they can handle. Those with little work should learn to do it perfectly without complaining.

            Lack of feedback either bad or good causes stress. Employees want to know they progress and whether their meeting organization expectations. When management fails to communicate their thoughts towards employees, they may have a sense of not contributing to effectiveness of organization performance. Psychologists have argued the possible coping strategy for this stress is self-awareness that implies that, an individual should appreciate his effort and whether the feedbacks are not given should not stress him (Branham, 2005).

            Inadequate salary is another cause for stress. Inadequate income sometimes contributes to poverty that reasonably causes stress. In addition, lack of job security causes stress among employees because many tend to experience worry and anxiety of being fired from employment causing stress. Employees undergoing these stresses should look for supplementary ways of getting extra earning. This will reduce fear of being fired and stress due to inadequate salary.

            Symptoms associated with above stresses include the following. The sign for showing up late in work or being sick frequently is mostly associated with stress. Oftentimes, people with stress may show signs isolation to the extent they avoid having business meetings. Other symptoms include throwing objects in haste, yelling at other associates and making verbal threats or accusation (Reddy, 2004).

            Various ethical dilemmas have challenged my workplace currently in areas of social responsibility in management and employees resolving of conflict. The management issued discrimination policies against H.I.V people because they are sick and could not increase productivity of the organization. As a result, they are forced to work extra hours and a times not given fairly treatment like others. This discrimination has made many to quit job both the affected and the individuals without H.IV have also been affected in their work performance and many questions on why the victims are not given their rights have arose.

            Communication is one factor that can increase employee effectiveness and if not used well can decrease employee effectiveness. One of my personal experiences in miscommunication that decreased my work effectiveness is when there was communication barrier with the sender of the message. The manager instructed his assistance to put together in written form the progress for that day from each member presented in the organization. Assistant manager misunderstood the message and instead of giving, the correct information ended up giving the wrong information. He came to me later and told me to put together the progress of the organization for that day. I did exactly that without knowing I was to do a survey on an individual progress on that day.

            When the manager asked for my report, I thought my survey was written perfectly and had good response towards the progress for that day. When my manger saw, what I had written his insight told him “miscommunication” and bias on how I wrote the report. This communication led to decrease in my work performance in that the manager did not receive the correct report. This lesson taught me that, communication process should be conducted effectively in work place and businesses for better communication and work performance (Robbins, 2009).

 

References

Branham, L. (2005). Seven hidden reasons employees leave. Washngton: AMACOM Div American Mgmt Assn

Borkowski,N. (2010). Organizational Behavior in Health Care. California: Jones & Bartlett          Learning

Jain, N.K. (2005). Organizational BehaviourVo. 1, Volume 1. New York: Atlantic Publishers &    Distributors

Reddy, R.J. (2004). Organizational Behavior. New York: APH Publishing

Robbins, S.P. (2009). Organizational behavior: global and Southern African perspectives.             Cape Town: Pearson South Africa

 

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