Improving Organizational Performance” Simulation Summary Improving Organizational Performance The world of business has seen many examples of successful and unsuccessful companies approach their business activities in a different way and modeled different parts of the organizational structure. However, the most important element of any company, not depending on its size, profile of activity or type, is its labor force – the number of employees constitutes the driving element of any company and provides its efficiency.
Any company owner directs efforts on its increased performance, the main indicator of the company’s profitability and sustainability. The topic of the paper is to deal with the ways to improve organizational performance through the influence on employees, increasing their motivation and dealing with stress at the workplace, which is likely to become the dominant barrier to the achievement of the stipulated goal. Improve Organizational Performance There may be many recommendations on how to influence organizational performance in a positive way, the central of which calls to pay attention to stress present in any profession.
If the indicators of productivity are plummeting and the staff shows signs of dissatisfaction, the key role of the employer is to determine stressful factors evident at the workplace. This should be the starting point of the organizational change aimed at producing a more favorable climate for work, more motivating environment, and increase employee satisfaction and efficiency. As it has been seen in the simulation about the AirDevils, Inc. Company, the initial steps taken by the owner were to understand the core reasons for employee dissatisfaction.
They turned out to be multiple – ranging from underpayment to inequality of opportunity and selectivity of access to benefits offered by the company’s administration. It turned out that people who work there are highly motivated regarding the type of job they do – representatives of stunts group, those who, in fact conduct the major part of work in a company and work the hardest are not respected according to the level of their contribution to the company’s performance.
In addition, they complain of a limited number of opportunities as they think they can perform better, in a wider number of tasks (which justifies the application of the ERG theory – they need more recognition and professional growth opportunities). Underpayment and under-recognition go without saying as additional element of the list of complaints (here the equity theory is applicable – employees were intensely directed at establishing equity in every aspect). However, the most significant challenge that undermined employee performance and job satisfaction was the monotonousness of the work he or she did.
It is essential to remember that stunt performance is an extreme type of sports; only those truthfully loving what they do will be able to work in the sphere. It should be accompanied with strong emotions, with the adrenaline drive, etc. – hence, the employees were logically discouraged to work out of boredom and tiredness they feel at the workplace. Change Implementation Stage The following list of solutions was proposed – to introduce performance-based incentives, to create to train in other stunts, to provide mental and physical training facilities, to improve job design, to allow stunt performers to participate in open contests, etc.
Among the proposed solutions it became more beneficial to choose the improvement of job design, the rotation among employees to ensure a wider range of responsibilities and the allowance to participate in outside contests to encourage their competitive feelings, pleasure from stunts, etc. This stage of the simulation may be referred to the significance of stress at workplace and its profound influence on the psychological and physical state of employees (Jex & Britt, 2008).
The employees faced a hostile psychological environment at work, responding to it with a set of negative outcomes. Many employees complained of developing problems at home because of the huge workload, also can be referred to the work-family conflict emergence. This stressor is logical because of the assumption that people who experience stress at work fail to accomplish their social roles adequately, e. g. they may have problems with their spouses, families, and friends, etc (Jex & Britt, 2008). Managing Stress and Motivation
Identifying the set of stressors for a particular organizational situation, the employer or the change agent responsible for the reduction of stress and improvement of the organizational performance not only has to define the ways of improvement introduction, but also needs to appoint the employees responsible for the completion of the task. As it became apparent from the simulation, the change will be completed much more efficiently in case the team of change agents is composed of employees are acting within the organization and are at the same hierarchical level with those at who the change is directed.
Many theorists recognize teamwork as a cultural practice of growing popularity, which happens because of the huge group potential to change the internal attitudes and increase employee engagement with the work in case the team members also share beliefs, attitudes, and have little conflict potential (Sisaye, 2001). In case the team influence on the staff is successfully accomplished, it is possible to predict highly optimistic outcomes for the company’s performance, attitude toward work, internal motivators and involvement represent the main stimuli for increased performance, and determination at work.
However, in case the stressor is not eliminated, no counter-stress measures will work. This fact has also been analyzed in the simulation on the example of supportive staff, crewmembers’ absenteeism because various reasons (unethical behavior of other company members, inability to spend time with the family). Among the solutions offered to crewmembers complaining of huge workload, extreme physical tension and increased rate of diseases the most successful one chosen is the introduction of training programs aimed at managing the muscular, physiological, and mental stress factors.
This choice supports the theory of managing stress that includes alternative work schedules and health/fitness training programs (Jex & Britt, 2008). The analysis of the present simulation supposes utilizing various theories of motivation and stress management, which are of vast interest for those dealing with practical and theoretical issues of employee performance management. The main assumption that should govern the analysis should be the fact that stress is present in any type of work and it affects the employee performance negatively.
For this reason a set of efficient techniques to reduce stressors’ effect on employees should become an indispensible element of any company’s human resources policy. Because motivation is the main desired goal of human resources managers, they have come to understanding the fact that external motivation of workers in the form of tangible and intangible rewards, executive compensation, etc. are at the present of less value for the employees. The latter will be much more productive at work in case the climate in which they work is supportive and favorable for them, e. . they experience internal motivation. Stress affects the employee behavior, which cannot be perceived separately from performance any longer – the profound effect of the inner state of the employee on his or her productivity has already been fully proven. Conclusion Any company should pursue the policy of simultaneous intensification of motivators important for every specific employee and of reduction of stressors’ effect through such programs as family-friendly benefits, alternative work schedules, heath programs, etc.
They are all designed to fit the needs of separate groups of workers and permit more flexibility and freedom of will in any company, which is highly motivating for all employees without exclusion (Jex & Britt, 2008). Paying adequate attention to these aspects of the organization’s functioning, the employer will achieve higher motivation and job satisfaction indicators, strong team engagement and intrinsic drives for better performance, which is the goal of any organizational human resources management program – the self-determination theory proves the most efficient in the present context.
References Jex, S. M. , & Britt, T. W. (2008). Organizational Psychology. A scientist-practitioner approach (2 ed. ). New Jersey: John Wiley and Sons. Sisaye, S. (2001). Organizational change and development in management control systems: Process innovation for internal auditing and management accounting. Emerald Group Publishing.