Management and Organizational Behavior - Essay Example

Management greatly depends on the ability of the organizational management ability to establish patterns in the organizational behavior. It enables the management to predict the reaction from the rest of the organizations human resource (Hoffmann, & Stroobant, 2012). Consequently, the management can plan accordingly while structuring the organization's strategic plan guided by organizational behavior theories and models. The theories and models include the Maslows hierarchy of needs motivational theory, depositional theory, the two-factor theory, Herzbergs Two-Factor Theory (Motivator-Hygiene Theory), custodian model. The collegial model and the system model (Forgas, & Laham, 2005; Pg 1). This reaction makes it possible for the people to access the different human common psychology within an organization and provide the management with a basis to approach the management of the employees attitudes towards their work and establish suitable motivation strategies.

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The Maslow hierarchy of need has significantly been relied on in human resource management. It has been used to find the different approaches that the employers use towards the development of a suitable job description, job specifications and development of the employee's career (Hoffmann, & Stroobant, 2012; Pg 34). The theory describes the motivation of employees to work is derived from the people's disposition towards the satisfaction of a certain need. The primal human need is physical self-sustain which motivates our cause of action.

The model has five stages that summarize the human deficiencies. The management is required to observe the changes in the development of the employees with respect to the needs on the Maslow scale. They include physiological, safety, belongingness, esteem needs, and self-actualization respectively. They are classified as basic (food, water, and shelter), psychological (intimate relationships, feeling of accomplishment) and self-fulfillment (exploitation of personal potential) ("Best 5 Organizational Behavior Model", 2017; pg 1). The theory was further advance to incorporated sub-classes such as cognitive needs, aesthetic needs under affiliation or esteem needs and transcendence needs after self-actualization.

Maslow (1997) asserts that the need for personal growth dominated the decision attitudes and the motivation towards the accomplishment of the goal they set to achieve. The realization of the changes in the development of the plan makes it necessary for the management to create channels that can find out the orientation of the employees in the growth of the employee's careers. This makes it important for the people to access the differences in the development of the employees careers (Maslow, 1997; Pg. 331). The diversity in their job description and specifications also determine their motivation and the attitude they hold towards their work.

Maslows approach towards motivation of the employees it shares vast similarity with Herzberg's two-factor theory (Smerek, & Peterson, 2006; 234). Frederick Herzberg's two-factor theory states that the contention or discontent are driven by different factors motivation and different factors motivational hygiene factors. The theory argues that the employees motivation to work constitutes with their job satisfaction. It establishes that the employees need to work are guided by the client's reliance on the organization's dependence on the organization of the resources in the firm. The management is therefore required to establish motivational factors at the workplace of in the job description of the employees. Hackman & Oldham establish that the theory is effective based n empirical information gathered from research meant to answer the question of whether motivation and attitude to work are related to the productivity of the employees.

Job satisfaction as Hackman assertion refers to one's feeling and their mental position towards the state of mind of the employee. The key job characteristics that are factored in the process of decision making are dependent on the organization's disposition towards the development of e suitable motivating factors based on an analysis of the employees position (Lester, 2013; Pg 16). The scope of a job includes skill variety, autonomy, task identity, task significance, and feedback. The stated characteristics determine the psychological disposition of the employee towards the work in the following respect practice meaningfulness, role responsibility for outcomes and familiarity of the actual results which in turn influence work outcomes. This is manifested in the ways such as job satisfaction, work motivation, absenteeism, and quality of work.

The urge to realize job satisfaction in the organization the management can achieve this by exploring the different ways to meet the psychological and non-psychological needs exhibited by the employees in their work. This can be achieved by assessing the levels of job satisfaction. This can be done by collecting the job satisfaction data and applying the Likert scale for the job data collected (Rouse, 2004; 28). Assessment of job satisfaction can also be realized by using the job description and the general job index (JDI and JGI). The people are therefore required to foresee the development of the peoples deposition towards the development of a suitable motivational and attitude disposed towards the employees job specifications (Tay and Diener, 2011; Pg. 357).

Organizational structures currently employ job rotation, job enlargement, and enrichment of the job description as motivational factors towards the development of the organization's disposition towards the realization of the organization's works force attitudes towards their job specifications (Tay and Diener, 2011; Pg. 357). The descriptive job index assesses the personal job facets such as promotion, pay, promotion opportunities, supervision coworkers, and the work requirements. The (JDI) specifies the organization's orientation towards the development of the career definition of the employee (Tay and Diener, 2011; Pg. 357).

Job General Index, on the other hand, addresses the ergonomics that assess the organizations inclination towards the development of the attitudes and the motivation of employees towards the development of the employees careers. JGI addresses the overall satisfaction with the job definition of the employees they are required to foresee the development of the career for the employees (Tay and Diener, 2011; Pg. 357). The findings from this two analysis can, therefore, be used in the organization towards the commitment of the firm to motivating and creating an internal driving force towards improving the productivity of the firm (Tay and Diener, 2011; Pg. 357).

The management teams tasked with the responsibility to make the said changes by laying down strategies such as diversification communication lines between the employees as well as the employees disposition towards the development of the people based on their inclination towards the delivery of services according to the organizations orientation. The employees and the managers are therefore required to maintain a suitable interaction between themselves as well as the people's association. The employees are required to foresee the firms required to maintain good interaction among themselves as well as the people (Rukh, Choudary and Abbasi, 2015; Pg 149).

Embracing a bureaucratic management style has been a document to improve the performance of firms ideally due to the contribution of employers towards decision making. The implication that they have in the process of decision making lead them to identify themselves with the decisions made and the consequent application towards the development of the decisions. The management wisely to maintains a suitable interaction among themselves as well as the employees to create a suitable working environment. The people are therefore required to maintain an interesting communication among the employees and with the administration.

Oher strategies that are employed by management to boost the moods of the employees based on the theories discussed along with the job characteristic model. This disposition aims to revise the job description of the employee job description ion an incremental approach. The job characteristic model used the different approaches career development based on five basic models. This includes the core job traits which advance to psychological needs such as meaningfulness, responsibility, the consciousness of the results. Employees sensitization o this issues makes it possible for the employees seek motivation, turnover in the job requirements, satisfaction, and absenteeism (Lester, 2013).

A merger of the three approaches may be used to form a structural empowerment of the employees by formulating frameworks that consider the sense of authority in their respective areas of work. This may include the decision authority, leadership styles, and organizational structure, access to information and overall organizational climate. Such a framework will make it possible for the employees to access the different facilities making it possible for the employees to have a sense of command in their areas of specialization (Hoffmann, & Stroobant, 2012). The employees are therefore able to address the challenges that arise head on making it easy for them to approach the challenges with the organizational resources disposal intuitively. Such a framework enables the administration to mirror the emotional dissonance of the employees making it possible for the form to access the organizational climate and manage workforce attitude and inspiration to work.

Another important approach towards the value of employee satisfaction is the employee engagement with employers. Hostede looked to improve the perceived employee value and emotional attachment to the firm and its objectives. Some of the approaches towards employee satisfaction include training programs, company retreats and even development of personal relationships at the workplace. It is important that a company is objective in making the entire workforce feel like a team. It is only in doing this that companies can ensure the loyalty of their employees is factored into the productivity.

Some of the processes that companies use to ensure that their employees remain invested and attached to the cause of the company are determining the value of each employee to their colleagues. Corporate retreats take employees from their professional capacities and inspire social interaction among employees. These associations often improve the perceived value for individual employees and more important creates a platform on which different issues, can be raised and addressed in a positive manner. Employee engagement is not part simply a direct approach to employee satisfaction but rather a measure of the value of social relationships and emotional commitment to the company and one's colleagues.

Importance of Employee Satisfaction

The attitudes that employees hold over their work and the working conditions in which they work often affects their productivity. Attitude is an important consideration when looking at job satisfaction. Naturally, people are more interested in improving their work ethic and skill sets when they are motivated and appreciated at work. It is important to understand some of the assumptions that have undermined job satisfaction and consider the role of these assumptions in evaluating employee satisfaction (Uddin, Luva, and Hossian, 2012; Pg. 63).

The intended value in improving employee satisfaction in the work context is to inspire a motivated task force, willing to learn new practices, develop new associations and improve on personal and prof...