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...
Introverted vs. extroverted
Risk taker, Assertiveness
Discrimination is bias or prejudice resulting in denial of opportunity, or unfair treatment regarding selection, promotion, or transfer. Discrimination is practiced commonly on the grounds of age, disability, ethnicity, origin, political belief, race, religion, sex, and factors which are irrelevant to a person's competence or suitability.
Unfair discrimination in employment settings occurs when employers differentiate among people on the basis of job irrelevant factors such as race, religion, gender, age, national or ethnic of origin, physical handicap or mental status instead of job related factors. It is important to study employment discrimination because hiring individuals on non-job related factors reduces organizational productivity. People unfairly discriminate based on prejudice and stereotypes they hold.
Since surface-level diversity is noticeable differences. Its similarity can lead to unfair discrimination. As a team leader for collection team in TNT Courier Service, Nora believes that she is responsible to ensure that all her team members are treated equally. Nora’s collection team is comprises of 4 peoples, Dila, Azie, Samad and Daniel. All four of them graduated from Taylor’s College and began their careers with GDEX Express Sdn. Bhd. Nora had a chance to review Azies’s performance record a few months ago. She noticed that Azie had maintained a good...
...introduce the culture and organizational strategies of Amazon.com. I focus on the evolution of Amazon.com, the organization culture with the Schein's three levels of culture, the truth of working on Amazon, why is amazon so successful on the basis of organizational strategies and how to improve in the original basis.
Organizational culture could be the core of the company and exists from the start of Amazon.com. Organizational culture is the shared values, beliefs, and norms which influence the way employees think, feel, and act towards others inside and outside the organization. The culture can be divided into three levels by Edgar Schein. The first level of culture is surface manifestations. Amazon.com is well-known as the largest online retailer in the world. It was founded in 1994 and is also an American international electronic commerce company with headquarters in Seattle, USA. Jiffrey P. Bezos, the founder and the CEO of Amazon, he named the company that began with 'A' so it would appear early in alphabetic order. 'Amazon' is a place that is 'exotic and different'. Bezos believed that 'the biggest river in the world, the biggest store in the world'. He will always be the employees' hero because he established the company and The corporate mission of workers in Amazon is to be Earth's most customer-centric company. Thereby employees are the important part of organization. The slogan of workers is 'Work Hard,...
I. OrganizationalBehaviour … 2
II. Motivation …3
* Motivation Concepts
* Motivation Theories
* Intrinsic Motivation and the 16 basic desires
III. Leadership … 6
* Leadership Traits/Qualities
* Leadership Theories
IV. Organizational Culture … 9
* Organizational culture and change
* Corporate culture vs. Organizational culture
V. CaseStudy – Kuwait Oil Company … 12
VI. Conclusion … 13
VII. Referencing … 14
“Organizational Behavior is a field of study that investigates the impact that individuals, groups and structure have on behaviour within organizations, for the purpose of applying such knowledge toward improving an organization’s effectiveness.”...
Cases: Automation in the Book Store and The Night Owl Answering Service
The field of Organizational Behavior is one that is very important when it comes to
managing people and to make them work effectively. This begins with training. In
order to understand these cases it is important to look at both the structure and
environment of the company. In the case of the Automation in the Book Store, the
company is a medium sized bookstore. Because this company is a bookstore with
very few employees there is not a high level of formalization, less specialization and
less authority. Therefore, it has an organic structure. Employees don't have a lot
procedures and rules that they must abide by while doing their jobs. In fact the initial
company policy required employees to stay with the customer they were serving from
the time they walked into the store until the sale was made. Also, there was not a
great deal of standardization in that there was not a set procedure on how employees
did their work, rather it was a freer organization because there were very few
employees and this resulted in greater flexibility. These facts all changed once the
new computer system was implemented. This system presented employees with some
degree of formalization and standardization in their jobs because now there were
precise rules and procedures on how to deal with...
...ORGANISATIONAL BEHAVIOUR – I
Prof. Satish Pandey
Submitted by: GROUP ‘O’
Joydeep Mukherjee (20081020)
Mohit Raj (20081030)
Subham Seal (20081052)
Vishnu Mangal (20081059)
Mr. Ashok and Mr. Roy are very close friends and have known each other for 10 years. Roy and Ashok used to work in the same company but 6 months before, Roy joined another company.
12/3/2005……. Phone call ringing….
Roy: Hello Ashok, can you meet me tomorrow evening there is a serious issue I am facing.
Ashok: You sound serious, but I am afraid, I can pay you time tomorrow. Is it possible to meet this weekend?
Roy: Yes, no problem. See you then this weekend.
The day of meeting……..
Ashok: Hi Roy, please come in
Roy: Good morning.
Ashok: You seem to be quite serious, any problem.
Roy: Yes, I am having some. There is an issue where I am directly in conflict with the interests of my boss. I am at a total loss about whom to listen to, in this proposition.
I think I will not challenge the boss. It's difficult and risky to question for an employee asking about the appropriateness of his boss. As an internal employee, I feel that speaking up could've had political or even career-derailing consequences.
Ashok: If I would be in your position I'd also feel that it's a greater potential risk to my credibility to be perceived as a traitor...
...Organizational Behavior Case for Discussion #1
Rewarding the Hourly Worker
Hourly workers—people who are paid a set dollar amount for
each hour they work—have long been the backbone of the U.S. economy.
But times are changing, and with them so also is the lot of the hourly
worker. As they can with most employment conditions, organizations are
able to take a wider variety of approaches to managing compensation for
hourly workers. And nowhere are these differences more apparent than in
the contrasting conditions for hourly workers at General Motors and
General Motors is an old, traditional industrial company that
until recently was the nation’s largest employer. And for decades, its
hourly workers have been protected by strong labor union like the United
Auto Workers (UAW). These unions, in turn, have forged contracts and
established working conditions that almost seem archaic in today’s
economy. Consider, for example, the employment conditions of Tim
Philbrick, a forty-two-year-old plant worker and union member at the
firm’s Fairfax plant near Kansas City who has worked for GM for
Mr. Philbrick makes almost $20 an hour in base pay. With a
little overtime, his annual earnings top $60,000. But even then, he is
far from the highest-paid factory worker at GM. Skilled-trade workers
like electricians and toolmakers make $2 to $2.50 an hour more, and with
greater overtime opportunities often...
...other problems such as corrosion of the company’s culture and lost in confidence of the remaining staffs.
| The Three-Component Model of Organizational Commitment | Herzberg’s Motivator-Hygiene Theory | Schwartz’s Value Theory |
Does the theory explain possibility of personal reasons which may lead to turnover? | Yes, strongly.(Affective Component) | No | Yes, strongly.(Inability to attain personal values) |
Does the theory explain possibility of organization’s decision that may lead to turnover? | Yes, strongly.(Normative Commitment, violation of psychological contract) | Yes, strongly.(Presence of poor hygiene factors) | Yes, strongly.(Individual-Organization Value Conflict) |
Does the theory explain possibility of any other external factors that may lead to turnover? | Yes, strongly.(Continuance Commitment, Availability of job alternatives) | No | No |
I have chosen three theories to address the problem. The first theory is Schwartz’s Value Theory. According to the theory, everyone has each own set of personal values and the attainment of these personal values is crucial. Conflict of values or failure in attaining them might lead to employees’ turnover. From the article, the senior staffs claimed that the bonuses they received were below average. I infer that some of the staffs’ personal values were not attained, which in this case possibly power and achievement. Their personal values might also have conflicted with the company’s...
...These type of individuals with an skills of participating of employees, sees to that they take a decision together. All employees views are taken into consideration, but the decision ultimately lies on him. Here the employees views are important.
4. Democratic Leader: These type of individuals see to that the managers and employees makes the decisions along with the leader taking into consideration the employees agreement. This helps all employees to take part in the decision making process. And it is seen that the manager keep all the employees informed and share all responsibilities.
Impact on Motivation during the period of change
Change is inevitable, and people should learn to accept change in the day to day life as well as organizational change. When ever change takes place in organization, the right type of leader with the right leadership style will help to bring about change without any hazzales.
There are few motivational theories that can be linked with leadership style and which can further see to the change in any organization. The theories are :
1. Maccoby’s Social Character Theory
2. Costa & McRae’s Five Factor Theory
3. Maslows hierarchy of need theory
4. Herzbergs Two Factor Theory
The two important theories are Maslows hierarchy of need theory and Herzbergs Two Factor Theory.
Maslows theory shows that employees need security, freedom, safety – the physiological needs are important such as food and shelter. The theory also...