Managements And Organizational Performance - Myassignmenthelp.Com

Question: Discuss about theManagements And Organizational Performance. Answer: Organizational behavior is an essential element, which probably has potentials in it to control the employees performance and the ethical behaviors of employees. Organization behavior is necessary to maintain a directive control of employees within the organization (Moore et al. 2012). However, there are some scholars who have different beliefs on the subject matter. They are different in their opinions not because they oppose organizational behavior. They are rather in support that few essential elements of organizational behavior keep on changing with the different generations that exist at the workplace. O'Reilly and Tushman (2013) have rather argued on the chosen factors of organizational behavior by stating a fact that firms require new competitive capabilities to compete in a rapidly changing business environment. Job design has been felt as an essential element by some scholars. Job design is a core function of the human resource management, which mainly imparts the job contents. Nevertheless, job designing has been given importance by some scholars as this is one of the ways that attract the applicants towards the recruitment process. According to some scholars, job designs always produce positive results (Wood et al. 2012). They have supported this view by citing the few factors that catches the attention of employees. Those few factors include but are not limited to such as the job description while also stating the basic salary package, job designation and the roles responsibilities (Omar et al. 2012). In the opinion of Jong et al. (2015), there are ample numbers of variables of job design. There is indeed the need to have a robust design that captures the requirement of a wide range of employees. Job design is perhaps an effective strategy of the human resource as believed by many schol ars; however, there is a need to have a robust plan behind the designs. Working conditions is perhaps one of the biggest factors that employees look for. There can be found a wide range of differences in the thoughts of employees. The differences travel along the different generations that exist at the workplace. Millennials are often believed to have different set of characteristics than its predecessors such as the Baby Boomers and the Boomers. However, there are also contradicting thoughts on the differences. There are some who do not believe in the generational differences. According to them, technology and advancement is not only confined to the Millennials (Solnet, Kralj and Kandampully 2012). Working conditions on the other hand is a very complex task in the hand of human resource management. They might find difficulties in designing the most suitable work conditions for the employees. This is so because it is difficult to predict the workplace nature that best suits the requirement of the entire workforce. Kehoe and Wright (2013) have supported the importance of working conditions at the workplace. The authors have supported their views by highlighting the importance of high performing human resource practices. According to the authors, the HRM of a company plays a very significant role in inspiring the works of employees. If they have adequate plans in place to offer these to the employees, the HRM of that company will probably be able to drive many employees for performance. The designing also includes the workplace conditions as well. Workplace condition includes but is not limited to such as the workplace environment, working hours, physical aspects, legal rights of workers and responsibilities. Such factors matter a most to a large section of employees possibly to the Millennials. Working conditions according to few scholars do also produce negative impacts. One such fact is supported by Shin, Taylor and Seo (2012) when the authors have argued the very fact that working condition matters a lot in organization. According to the authors, there can be instances that prove that working condition motivates the performances of employees. However, the authors have rather believed in a fact that working condition does not matter in all the cases. This is for such fact the organizational change process fails in larger occasions. The failure of change management process expresses the challenges that exist with the working condition. It is indeed hard to predict the most suitable working condition for the organization in concern. Working condition do matters in significant cases; however, this is challenging as well to identify the best working condition at the workplace. Setting of goals is another very important factor, which is believed to incept motivation into employees. This depends on the analysis, which is usually done by the managers. The analysis can be done based on the teams capability and performance. On the other hand, this can also be done on an individual employee. This can be different with the different organizations as it depends on the utilization of the available data by the human resource managers. The designing may consist of an analysis done on the past records, which will give important data on the individual or the entire team. Those data helps the human resource managers in designing the specific goals for the months to come (Kotlar and De Massis 2013). According to Kotlar and De Massis (2013), goal settings in organization is a very important task that helps an organization or in specific the human resource management to relate an employee with the organizational actions and policies. However, they have also believed that in case of family business, goal setting becomes a complex topic. This is so because in the family business, family may or may not use its power to dictate the things accordingly. A homogenous following of policies is very seldom indeed with the family owned business. The authors have further emphasized on the challenges, which is there with the setting of goals. Organizational goals may change over time due to various reasons such as to produce a competitive answer in the market. However, the need to set the goals for an individual is indeed challenging that grows in its severity when it is related to a family owned business. Motivation and rewards is perhaps one of the biggest points of debates for the different scholars across the globe. To many scholars rewards are the better ways to motivate an employee (Jehanzeb, Rasheed and Rasheed 2012). According to the authors, rewards and motivation produce resilient effect on the organizational performance. They have found relationships in between the rewards, motivation and job satisfaction. They have found the relationship very important for attaining the set organizational goals. They have gone a step further by claiming that every single organization is benefitted from motivated employees. Moreover, they have found rewards as a good way to motivate the employees. Aguinis, Joo and Gottfredson (2013) have rather argued the fact given by (Jehanzeb, Rasheed and Rasheed 2012) and said that there are few limitations of rewards as well. They have supported their views that rewards can motivate employees but it never incepts the skills, which is more important than just motivated employee. They have explained this further by saying that motivation is not the end of requirements that an organization look from them. It is rather a very small part of the entire organizational behavior. The authors have put their emphasis on the relevant skills and the abilities to learn the new innovative things. The development of skills has been found as the dominating character in employees that drives the organization towards the success. According to Cho and Perry (2012), there are two kinds of motivation that exist at the workplace. The two kinds of motivations are the intrinsic motivation and the extrinsic motivation. The authors have rather supported the importance of intrinsic motivation in driving the employee for the success. The authors have stated that intrinsic motivation is something that gets produced within an employee due to irrespective of the reasons. This is indeed difficult to identify the exact factors that drive the development of intrinsic motivation into employees. There are some employees who are motivated from the acknowledging comments of their managers. However, there are some as well who do not give any importance to such motivation. Despite the entire limitations, intrinsic motivation is still believed as a powerful weapon to drive employees for their set goals. However, the authors have themselves found few limitations in their research work. They have felt that relying on the secondary re sources prevented them from conducting a precise specification of measures. To conclude, managers can act smart to utilize the different knowledge that have been provided in this essay. Managers should need to design the job in accordance to the established successful practices. Managers in this regard can follow the footsteps of entrepreneurs who were successful in designing the jobs. The human resource mangers do also need to provide a working condition that is most suitable to its employees. This can be done through the suggestions of employees. Suggestions can be attained through different ways such as by circulating an official mail requiring the feedbacks on the working condition. Setting of goals is also important; however, the human resource managers need to understand its workforce. There cannot be unified goals for every employee. They rather need a different goal set assigned to them. Human resource managers should not put their utter focus on the rewards and motivation. They should rather look for ways, which is necessary to produce the intrinsic motivation in employees. References Aguinis, H., Joo, H. and Gottfredson, R.K., 2013. What monetary rewards can and cannot do: How to show employees the money.Business Horizons,56(2), pp.241-249. Cho, Y.J. and Perry, J.L., 2012. Intrinsic motivation and employee attitudes: Role of managerial trustworthiness, goal directedness, and extrinsic reward expectancy.Review of Public Personnel Administration,32(4), pp.382-406. Jehanzeb, K., Rasheed, M.F. and Rasheed, A., 2012. Impact of rewards and motivation on job satisfaction in banking sector of Saudi Arabia.International Journal of Business and Social Science,3(21). Jong, J.P., Parker, S.K., Wennekers, S. and Wu, C.H., 2015. 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