NATIONAL COLLEGE

ORGANIZATIONAL BEHAVIOUR
GROUP ASSIGNMINET PREPARED BY GROUP THREE:-APRIL ENTRY STUDENTS
DANIEL ABATE ID/ NO 102/12
MAZE T/GIYORGIS ID/NO 088/12
SLAMAWITE BEYENE ID/NO 093/12
DANIEL TAYE ID/No 099/12
THE COURSE TITLE NUMBER:-MBA 713
PROGRAM: MBA (REGULAR APPRIL ENTRY)
SUBMITTED TO: GIRMA. (ASS. PROF, ORGANIZATIONAL BEHAVIOUR)

DATE JULY 2021

ADDIS ABABA ETHIOPA

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 Organizational Behavior: Group Assignment (30%)

Organizational Behavior Case 1: Ken leaves the Company

Good people—valuable employees—quit their jobs every day. Usually, they leave for better
positions else-where. Take Ken, an experienced underwriter in a north-eastern insurance
company, who scribbled the following remarks on his exit interview questionnaire:

“This job isn’t right for me. I like to have more input on decisions that affect me—more of
a chance to show what I can do. I don’t get enough feedback to tell if I’m doing a good job
or not, and the company keeps people in the dark about where it’s headed. Basically, I feel
like an interchangeable part most of the time.”

In answer to the question about whether the company could have done anything to keep him,
Ken replied simply, “Probably not.”Why do so many promising employees leave their jobs? And
why do so many others stay on but perform at minimal levels for lack of better alternatives? One
of the main reasons—Ken’s reason—can be all but invisible, because it’s so common in so many
organizations: a system wide failure to keep good people.

Corporations should be concerned about employees like Ken. By investing in human capital,
they may actually help reduce turnover, protect training investments, increase productivity,
improve quality, and reap the benefits of innovative thinking and teamwork.

Human resource professionals and managers can contribute to corporate success by encouraging
employees’ empowerment, security, identity, “connectedness,” and competence. How? By
recognizing the essential components of keeping their best people and by understanding what
enhances and diminishes those components.

Ken doubts that his company will ever change, but other organizations are taking positive steps
to focus on and enhance employee retention. As a result, they’re reducing turnover, improving
quality, increasing productivity, and protecting their training investments.

1. Do you think that Ken’s self-esteem had anything to do with his leaving the firm?

Yes, According to the chapter, a person's self-esteem has to do with a self-perceived competence
and self-image concept. From the case it appears that... I accept that Ken's self-esteem assumed a
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part in his decision to leave the firm. The absence of occupation contribution incredibly
influences workers who invest heavily in the work they do. For this situation, Ken feels like he is
effectively replaceable since he isn't requested info with respect to his work or being given
feedback and circumstances like...

2. What do you think were Ken’s satisfaction with and commitment to the job and firm he is
leaving? How does this relate to the research on the determinants and outcomes of satisfaction
and commitment? Case summary: Ken leaves the company

Case is about the scenario of experience employees leaving the organization, dissatisfied with
company culture and environment, not contributing to his growth. Ken describes about how he
feel lack of transparency in company proceedings and lack proper feedback and fells easy
replaceable in a company environment. The article further discuss about how organizations
needs to be such valuable employees leaving the company and should make efforts in reducing
such turnover. The job satisfaction plays very important role in employee behavior in the
organization. Job satisfaction is the employee attitude toward his job. The organizational
commitment is the psychology attachment of the employee towards the organization. It
organizational commitment of the employee is..

Ans . Ken had much to offer to his work. The work itself is a much too major source of Job
satisfaction, and in ken's case, it failed to provide him with... The job satisfaction plays very
important role in employee behavior in the organization. Job satisfaction is the employee attitude
toward his job. The organizational commitment is the psychology attachment of the employee
towards the organization. It organizational commitment of the employee is...

3. What lesson can this company learn from the case of Ken? What can and should it now do?

 Recognize the essential components of keeping their best employer

 Understand what enhances and diminishes those component
 Investment human capital
 It has to taking positive steps to focus on enhance employee retention
 A job must give an employee a sense of achievement. This will provide a proud feeling of
having done something difficult but worthwhile.
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  A job must provide an employee with praise and recognition of their successes. This
recognition should come from both their superiors and their peers.
 The job itself must be interesting, varied, and provide enough of a challenge to keep
employees motivated.
 Employees should “own” their work. They should hold themselves responsible for this
completion and not feel as though they are being micromanaged.
 Promotion opportunities should exist for the employee.
 The job should give employees the opportunity to learn new skills. This can happen either on
the job or through more formal training.
 It should be fair and clear to every employee. They must also be equivalent to those of
competitors.
 Equipment and the working environment should be safe, fit for purpose, and hygienic.
 The pay structure should be fair and reasonable. It should also be competitive with other
organizations in the same industry.
 The organization should maintain the status of all employees within the organization.
Performing meaningful work can provide a sense of status.
 It is important that employees feel that their job is secure and they are not under the constant
threat of being laid-off.

Organizational Behavior Case 2: What Do They Want?

Alex is vice president of manufacturing and operations of a medium-size pharmaceutical firm in the
Midwest. Alex has a Ph.D. in chemistry but has not been directly involved in research and new-
product development for 20 years. From the “school of hard knocks”when it comes to managing
operations, Alex runs a “tight ship.” The company does not have a turnover problem, but it is
obvious to Alex and other key management personnel that the hourly people are putting in only
their eight hours a day. They are not working anywhere near their full potential. Alex is very upset
with the situation because, with rising costs, the only way that the company can continue to prosper
is to increase the productivity of its hourly people. Alex called the human resources manager,
Carmen Lopez, and laid it on the line: “What is it with our people, anyway? Your wage surveys
show that we pay near the top in this region, our conditions are tremendous, and our fringes choke a

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horse. Yet these people still are not motivated. What in the world do they want?”Carmen replied: “I
have told you and the president time after time that money, conditions, and benefits are not enough.
Employees also need other things to motivate them. Also, I have been conducting some random
confidential interviews with some of our hourly people, and they tell me that they are very
discouraged because, no matter how hard they work, they get the same pay and opportunities for
advancement as their coworkers who are just scraping by.” Alex then replied: “Okay, you are the
motivation expert; what do we do about it? We have to increase their performance.”

1. Explain the “motivation problem” in this organization in terms of the content models of Maslow
and Herzberg. What are the “other things” that the human resources manager is referring to in
speaking of things besides money, conditions, and fringe benefits that are needed to motivate
employees?

 Herzberg would show that cash is just a dissatisfied. For this situation cash is meeting the
representatives' essential needs....

 There is a great similarity between Maslow’s and Herzberg’s models of motivation. A close
examination of Herzberg’s model indicates that for those employees who have achieved a
level...

 Under the Maslow model, no doubt the representatives' regard and self-completion needs
were not being satisfied by the association....

2. Explain the motivation of the employees in this company in terms of one or more of the process
models. On the basis of the responses during the confidential interviews, what would you guess
are some of the expectancies, valences, and inequities of the employees in this company? How
about Alex?

Employee motivation is the level of energy, commitment, and creativity that a

company's workers bring to their jobs. Whether the economy is growing or shrinking, finding
ways to motivate employees is always a management concern. Competing theories stress either
incentives or employee involvement (empowerment). Below are the various ways by which
Managers keep motivating an employee and they are Job rotation - Job rotation is when an
employee moves from one job to another job to add in variety and reduced boredom to unlock
them to perform a variety of tasks. Sometimes it is adopted by most of the IT industry where
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 they adopt a job rotational program just to keep an employee motivated because it will decrease
boredom and the disinterest tour diverging the employee activities. Sometimes to job rotation
increase training cost for an employer because it means an employee to develop various skills in
an employee but at the..

3. How would you respond to Alex’s last question and statement if you were the human resources
manager in this company?

If Alex is work in human resources and are seeking an opportunity to move to a management
position, consider practicing your interview skills. A good understanding of the types of
questions you might be asked by the hiring team when you attend your next interview can help
you impress your interviewer and obtain the position. In this article, we provide some sample
questions and answers to adequately prepare you for an HR manager interview.