Michael Abadir – P01384477                 Organisational Behaviour In Business

Michael Abadir

P01384477

HRMG 1003 - Organisational Behaviour in Business

B.Goldfarb

I will be talking about employee motivation and how it will effect an organisation, plus I will look at how a manager or a leader also affects the business internally.

Companies have been succeeding over the past years as a result of motivation for all their staff.  Motivation is an important key to a business, with out motivation; employees will not be interested in the job.  There should be a ‘reward’ for employees who commit to work and allow the business to succeed.

A business with a lack of service and employees, who do not care about anything, will see the business lose valuable customers and mainly valuable investors.  This is why today businesses introduced “rewards” and “incentives”, this is where an employee is rewarded with gift vouchers, a bonus, a pay rise or being prompted, or is made a promise by the organisation that there will be a reward for their work should they succeed or improve, this is designed to encourage the individual or team to behave in a certain way.

Management decide on what rewards to use by a reward system which depends on two main factors: - which are (1) Employee goals; why does the employee work, what does he/she get out of working life (2) Management’s assumptions about the employee’s working life; how well does the management know the employee, poor knowledge may lead to the wrong/inappropriate choice of reward system. (Organisational Behaviour, Andrzej Huczynski & David Buchanan: P692)

Taylor’s “Scientific management” theory recognises that “people respond to individuals not groups” and “people can be treated in a standard fashion like a machine”, from this we could see that if a customer walks into a business and sees one individual employee, they will feel relaxed and not worry about being asked a lot of questions from various people.  People respond better on a one-2-one bases and this could allow the customer to return again and again.  

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When Taylor was working in America, he was determined to get rid of something that was referred to as ‘Systematic Soldiering’, which was meant that organised groups of employees worked no harder than what was absolutely necessary.  This is shown by the workers slowing down their work rate extending their breaks.  This is not what today businesses want from employees.  Even though Taylor’s theory of ‘Scientific Management’ was developed in the early 1920’s, it is still widely used today by such companies like McDonald’s, where employees do not have to think too much to do the job in hand, ...

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