Organizational Behavior

Posted: March 26th, 2020

Organizational Behavior

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Organizational Behavior

Part1

Results

            I agree on the results from the level of Positive Psychological capital analysis through the detailed questionnaire. Efficacy ranks highest in the categories of the tested dimensions and this refers to the testament ability I have in achieving specific goals within my detailed situations and areas of control. On the component of hope, a positive motivational state is enabled in my thoughts and reasoning especially with the agency feeling success and the proper planning of achieving my set out goals. It is one of the major strengths, which has enabled my rise in career development when faced with obstacles. Of particular interest is the result on resilience marked at fifteen. My ability to deal with distress is not a major strength, but a work in progress especially in recuperation from conflicts at organizational level. Optimism results follow up on the dispositional attributes and require constant improvement.

Strategies for Career Advancement

                 In order for me to advance in my career using my strengths, strategies have to incorporate clear planning from the beginning. I should set a logical achievement plan within a specified duration and review it on a constant basis. I should also include the need to evaluate the organizational structure and policies within the operations that I am involved. This way, priorities and focus would be in ascending the transitional input levels while scrutinizing better means of achieving my career goals. Through focusing on my resilience, I should then influence more on the input levels and ensuring productivity is at a constant maximum while efficiency is achieved (Luthans, Youssef, and Avolio, 2007). My strength in efficacy should be demonstrated through inquiries on success within the career paths with relevant networking and communication with senior figures and success standouts. In addition, with hope I should be able to improve my attitude based on advancement without fear of limitations or hurdles along the way.

Goal Setting

            Goal setting can be used to increase motivation and subsequently improve job performance. There are different mechanisms that I can use to affect my input levels and therefore increase attention toward a particular goal. Luthans, Youssef, and Avolio (2007) argue that once attention is achieved on the goal and its viability, it affects energy required for the pursuit, persistence in achieving it and the final ability to strategize on reaching the target. On goal setting, I can become proficient with direct attention and use specific and measurable factors towards meeting a goal. It should be attainable but challenging within the period. The goal should also be able to be achieved in more than ways in order top solve quicker requirements and procedures. Finally, I should commit to the goal in order to achieve it. In turn, the goal will improve my job routine, as I will be equipped with better performance levels, speed, and accuracy of the input and productivity.  

Job Satisfaction

            Engagement as an employee is bound to affect my job satisfaction and later, performance. The motivational aspect within the organization is the single most important factor in realizing job satisfaction as an employee. For example, if not among the top-level executives and management teams, the remuneration package can affect my motivation within the organization. Other factors include the scope of employee jurisdiction, association with the superiors and communication channels. Once an employee negates from the above aspects, job satisfaction is hampered within the organizational environment. If job satisfaction is low, the ultimate translation leads to poor performance. As the employee, I will only feel compelled to work in order to get the remuneration for income generation alone.       

Part 2

Intrinsic Motivation Theory

            Intrinsic motivation theory refers to the internal basis of an individual’s enhancement in order to keep performing at the highest level as enhanced from within as opposed to external influences (Kinicki, 2015). One of the factors responsible is motivation and satisfaction, which refers to the scope of mandate. If an employee has intrinsic values about the particular role he has, feels positive and mandated to execute it, there is increased motivation. Job performance witnessed is typified by higher input level and productivity as opposed to the lesser intrinsically motivated employees. In the former, maximum potential is achieved and the job performance is aided without difficulty. 

Maslow’s Needs Hierarchy

            Maslow’s Need Hierarchy theory shows that the unsatisfied needs of an individual can propel motivation from the employee. Through input, the lower level of needs in each individual can be propelled to increase motivation (Kinicki, 2015). If an employee has difficulty in achieving even the basic of needs like food, clothing, and shelter, he will be motivated to increase their job performance as means of acquiring sources of meeting them it will be based on the internal motivation of increasing productivity within their roles. Failure to achieve the needs will always seem detrimental to their survival within the organization. Therefore, the better ways will be looked for achieving the goals thus improving job performance.   

Herzberg’s Theory of Motivation

            Herzberg’s theory of motivation shows that certain factors at the organizational workplace yield job satisfaction. Subsequently, their absentia does not guarantee dissatisfaction or satisfaction all the same. They involve motivation and hygienic factors. In the latter, job security, remuneration is all determinants while in the former, responsibilities, recognition and challenges determine passivity. Therefore, in order for job performance to be enhanced, security of their responsibilities and jobs should be guaranteed. The absentia of factors like being recognized, achievement concerns, and fringe benefits should not be availed. In turn, the employees will be motivated to improve as means of obtaining them with ease.

Expectancy Theory

            Expectancy theory affects the behavior of an individual after selection over another in order to achieve a goal. It states that an employee will weigh up the expected result from their performance, according to the available reward at the end, and therefore be motivated to achieve it as opposed to non-existence of the same. In the same category, perception of the employee’s expected punishment in failure would also determine the efforts input (Kinicki, 2015). In order for job performance to be improved, the management of the organization should always have structured rewards and valence measure communicated to the employees in order to increase motivation within them. Each will seek to have exemplary job performance levels in order to achieve the reward.

McGregor’s Theory X and Theory Y

            McGregor’s theory X and theory X aligns the strengths of both tangible and intangible motivation factors to an individual. For example, the poor motivators are signaled by needs like money while the stronger ones are through recognition. He then places the strong ones in category Y and earns them praise while belittling the poor ones in category X. In order for job performance to be improved through motivation, emphasis should be placed in the category of stronger one, which is not tangible. The extremes of threat and opportunity should be aided in the different categories as means of increasing motivation to the respective employees. It is then expected that efficiency and productivity will be higher in all the employees.

References:

Kinicki, A. (2015). Organizational behavior: A practical, problem-solving approach. New York: McGraw- Hill/ Irwin.

Luthans, F., Youssef, C. M., & Avolio, B. J. (2007). Psychological capital: Developing the human competitive edge. Oxford: Oxford University Press.