2
BUS 5113-01 Organizational Theory and Behavior – AY2023-T5
Group Activity Team Project Group 0017D
UoPeople
30/07/2023
OUTLINE
Organizational Theory and Behavior
Thesis Statement: This paper provides a detailed hiring and selection case based on organizational behavior theories to help ACME Company find the ideal leader. The corporation may boost employee motivation, productivity, and performance by fixing present difficulties and hiring a cultural fit.
Introduction
Theories and Concepts
Job Description
Recruitment Plan
Selection Process
Interview Questionnaire
Conclusion
Introduction
After Ron, the supervisor of filling, packing, and labeling at ACME Company, resigned, a significant issue arose. Ron has been essential to the company’s operations since being promoted from within, but he is leaving for a better-paying position closer to home. Ron has offered to train his successor with a month’s notice, but his absence creates operational issues. ACME Company’s main issues are low morale, low motivation, and rising absenteeism and overtime. Employee worries about favoritism and unfair work practices have reduced productivity and increased product returns. Each crew has informal leaders, which has caused intergroup tensions and communication issues. This paper provides a detailed hiring and selection case based on organizational behavior theories to help ACME Company find the ideal leader. The corporation may boost employee motivation, productivity, and performance by fixing present difficulties and hiring a cultural fit.
Theories and Concepts
Organizational behavior theories and concepts help explain ACME Company’s current position and offer solutions. Maslow’s Hierarchy of needs suggests that people have a hierarchy of needs, from physiological to higher-level needs like esteem and self-actualization (Montag et al., 2020). ACME employees’ low morale, motivation, and intergroup conflict suggest unmet higher-level requirements. Recognizing this, the company may improve employee morale and motivation by enhancing job satisfaction, recognition, and personal growth. Also, the Herzberg’s Two-Factor Theory, often known as the Motivation-Hygiene Theory, explains employee happiness and discontent. The theory divides motivators (difficult work, recognition) from hygiene considerations (wage, working environment) (Alrawahi et al., 2020). ACME should address both sets of factors to improve the workplace. Offering competitive compensation and benefits addresses hygienic considerations while giving skill development and involving employees in decision-making addresses motivators.
Nonetheless, favoritism and unjust labor practices reflect a poor business culture. To build trust and loyalty, ACME must promote justice, openness, and diversity. Performance-based rewards and consistent decision-making can improve workplace culture. Social Identity Theory can help ACME address communication challenges. This idea describes how people classify themselves and prefer their in-group. The informal leaders may be afraid of losing their in-group status by accepting young college graduates as successors (Thrasher et al., 2020). ACME can reduce intergroup friction and promote communication by promoting a shared identity and aim among employees. Also, Goal-Setting Theory can address low productivity and high product returns. According to this hypothesis, demanding goals improve performance (Pervaiz et al., 2021). ACME should involve employees in creating clear, objective, and quantifiable goals for each operation. Feedback and performance reviews help staff stay on track and increase productivity. Emotional intelligence can improve supervisor selection. An emotionally intelligent supervisor can manage and motivate ACME’s diverse staff, improving communication and understanding.
Job Description
The supervisor will report to Dan, the Operations Manager, and manage a low-skilled team to maintain morale and production. Full-time work and flexibility, including weekends and overtime, are required. The required qualifications include:
Business Administration, Management, or Organizational Behavior bachelor’s degrees are preferred. This course will help you grasp the psychological and behavioral components of staff management and motivation.
This profession requires leadership qualities. The candidate should be able to inspire, motivate, and resolve intergroup issues.
Supervisors need good communication and emotional intelligence. To promote open communication with employees and management, the candidate must have strong verbal and writing abilities. Emotional intelligence is also needed to comprehend and satisfy employees’ needs.
The supervisor must be able to solve problems. Analyzing operational issues, recognizing poor morale and absenteeism, and implementing strategic solutions.
The job’s main responsibilities include:
Engaging and motivating employees. Performance feedback, recognition, and empowerment boost job happiness.
Resolving crew tensions to promote a positive workplace and teamwork.
Evaluating staff performance regularly by coaching and training employees to improve.
Facilitating departmental communication through sharing and open conversation.
Optimize filling, packing, and labeling activities to improve processes to meet productivity criteria.
Helping in recruiting crew members.
Determining training needs and providing suitable training to improve employees’ skills and competencies.
Recruitment Plan
A good selection process for the Operations Supervisor position at ACME Company should be thorough and tailored to identify candidates who can effectively address the current challenges and promote positive changes within the organization. Here’s a step-by-step outline
for the selection process:
► Job Analysis and Job Description:
Conduct a comprehensive job analysis to clearly define the responsibilities, required skills, and qualifications for the role of Operations Supervisor.
Develop a detailed job description outlining the key duties, performance expectations, and the company’s values and culture.
► Candidate Sourcing:
Utilize various channels to source potential candidates, including online job portals, professional networks, industry-specific forums, and employee referrals.
Consider partnering with recruitment agencies or headhunters to access a wider pool of qualified candidates.
► Resume Screening:
Review resumes and applications to shortlist candidates who possess relevant experience, skills, and qualifications as per the job description.
Look for candidates with a track record of successfully handling operational challenges, fostering teamwork, and promoting employee engagement.
► Initial Interviews:
Conduct initial phone or video interviews with the shortlisted candidates to assess their communication skills, motivation for the position, and cultural fit with ACME Company.
Ask questions related to their previous experience in addressing operational issues and leading teams effectively.
► Behavioral Assessments:
Administer behavioral assessments or personality tests to gain insights into the candidates’ working styles, decision-making approaches, and leadership characteristics.
Ensure that the assessments are validated and relevant to the specific job requirements.
► Panel Interviews:
Invite top candidates for in-person or virtual panel interviews with representatives from various departments, including current employees, team members, and other stakeholders.
Structure the panel interviews to cover a range of topics, such as problem-solving abilities, conflict resolution skills, and alignment with the company’s values.
► Case Study or Simulation Exercise:
Present candidates with a real-world case study or simulation exercise relevant to the challenges faced by ACME Company’s operations.
Evaluate their analytical thinking, decision-making, and ability to devise effective solutions.
► Reference Checks:
Conduct thorough reference checks to verify the candidates’ work history, performance, and compatibility with the company’s culture.
Contact previous supervisors or colleagues to gather insights into the candidates’ leadership style and team dynamics.
► Final Interview with Senior Management:
Invite the shortlisted candidates to meet with senior management, including the operations manager and HR representatives.
Use this opportunity to assess their alignment with the company’s long-term goals and vision.
► Offer and Onboarding:
Extend the job offer to the selected candidate and negotiate compensation and benefits packages, taking into consideration the market standards.
Facilitate a smooth onboarding process, ensuring a seamless transition into the role.
Throughout the selection process, it is essential to maintain clear communication with the candidates, providing timely updates and feedback. By following a structured and comprehensive approach, ACME Company can identify the best-fit candidate who will be equipped to address the current operational issues, enhance employee motivation, and drive the organization towards success.
Laegaard, J., & Bindslev, M. (2006). Organizational theory (1st ed.). Ventus Publishing & Bookboon.com.
Selection Process
“Planning is bringing the future into the present so that you can do something about it now” -Alan Lakein. And “A goal without a plan is just a wish.” Antoine de Saint. (Habits for Wellbeing.,n.d.)
A recruiting plan is a calendar that outlines the steps ACME will take to identify and hire candidates for the supervision job post. Therefore, the recruitment plan will include:
1. Preparation of an effective job description. Which in general will have to include ( BDC, n.d., Recruiting plans for small businesses.)
a. The position title,
b. Information about ACME company,
c. Job Description
d. Qualification and
e. How to apply
2. Choose and use the right recruitment tools – which include:
a. using online job boards
b. social media
c. advertising
d. employment agencies,
e. company’s website
f. using word of mouth
Job Advertising
We will post a Packaging Supervisor job vacancy ad on the recruitment websites: Indeed, CareerOne, and our LinkedIn profile. LinkedIn is an excellent platform for engaging with future potential recruiters who can discover potential employees there. In addition, we will use social media -Facebook in case people can share a job and we could get more possible candidates. Websites recommendation was taken from (Applyflow 2023).
3. Do a first screen of the applicants.
4. Interview the best candidates: The interview will be the opportunity that manager Dan will confirm the candidates that will fit with ACME’s urgent needs, culture, and values.
5. Signing the contract
6. Offering the job.
So, the manager has a decisive responsibility of hiring a person who must be a good fit for the job and quickly address the issues facing the operations of ACME company. All the above steps will have to be completed in 2 weeks so that the last two weeks are devoted to the handover between the current supervisor (Ron) and the final candidate to be hired.
Incentive Programs
Since we are interested in the growth and retention of the employees inside ACME Company, we find it crucial to also bring solid strategies besides recruiting a new senior staff. One of these strategies is the implementation of an impactful employee incentive programs. “Employee incentive programs are designed to attract, engage, and retain talent. Incentives themselves are rewards and benefits used to motivate positive behaviors in workforce. They come in many forms, like tuition reimbursement, more time off, and additional flexibility in work arrangements. “(Wong, K.,2020).
As Harvard Business School researcher Amy Whillans notes, “cash matters in people’s lives, but it’s not all that matters.” Social recognition can be even more meaningful to employees than tangible rewards. Recognition and rewards program are a foundational requirement of the employee incentives experience, as it embeds incentives into each team member’s everyday life. To accomplish this, recognition for ACME´s staff should be given frequently and in real-time. Organizations that do so are 41% more likely to see increased employee retention and 34% more likely to increase employee engagement. Perhaps most importantly, make frequent recognition easy for everyone on your team with an employee recognition platform that facilitates recognition from anywhere at the click of a button. “Incentivizing employees effectively requires both social and monetary recognition, the latter through a points-based reward system.” (Wong, K.,2020)
Therefore, we should choose employee incentive programs that suit ACME company’s staff’s desires and personal styles and align with the company’s values.
Interview Questionnaire
ow would you approach the situation of low employee motivation, low morale, and high absenteeism among the crew members? What strategies would you implement to improve their engagement and commitment to their work?
The overtime rate has risen to 20% in the operations you will be supervising. How do you plan to address this issue and ensure that the workload is managed effectively without causing burnout among the employees?
Employee perceptions of favoritism and unfair labor practices have been identified as a problem. How do you plan to promote fairness and equality within the teams you will oversee, and how will you build trust with the employees?
The productivity numbers are currently below standard, and there has been a rise in product returns. What steps would you take to analyze the root causes of these issues and implement corrective measures to improve overall efficiency and product quality?
Each crew seems to work in isolation, and intergroup conflict is becoming a concern. How would you foster better collaboration and communication among the teams to create a more cohesive and cooperative work environment?
We have identified two potential successors from outside the organization who are recent college graduates. Given the resistance from the informal leaders and employees, how would you plan to integrate them into the teams and help them earn the respect and trust of the existing employees?
As a supervisor, how would you ensure a smooth transition during Ron’s departure, taking into account the knowledge transfer and onboarding of the new supervisor?
How do you plan to balance the needs of the low-skilled employees, who have been with the company for a long time, with the necessity of making operational improvements and meeting productivity goals?
ACME Company is looking for a candidate who can quickly address the current operational issues.
Can you provide examples from your previous experience where you have successfully identified and resolved operational challenges in a timely manner?
In your opinion, what leadership style do you believe would be most effective in this particular work environment, and why? How would you adapt your leadership approach to address the unique dynamics and challenges present in these operations?
Communication appears to be a significant hurdle within the teams. How would you promote open and effective communication channels between yourself, the crews, and other stakeholders within the company?
ACME Company values its long-tenured employees and wants to maintain a positive relationship with them. How would you demonstrate your appreciation for their experience and expertise while also introducing new ideas and processes for improvement?
Could you share an experience from your past where you had to deal with a difficult employee or a situation involving employee resistance to change? How did you handle it, and what were the outcomes?
The company is looking for a supervisor who can provide mentorship and guidance to help employees grow professionally. How do you envision supporting the career development of the crew members under your supervision?
What strategies would you employ to measure and track the progress of operational improvements and employee satisfaction in your role as operations supervisor?
These questions should help assess candidates’ ability to address the specific challenges faced in the operations supervised by Ron, as well as their leadership, communication, and problem-solving skills in a context that values both employee satisfaction and operational efficiency.
Conclusion
Ron’s resignation has revealed significant operational issues at ACME Company. As a key figure in supervising the filling, packing, and labeling operations, his departure has created a void that must be filled with the utmost care. Ron has demonstrated professionalism despite his decision to move on by providing a month’s notice and assisting in the induction of his replacement. However, the corporation is now faced with the challenge of resolving a number of issues that arose during his tenure.
The identified problems, such as low morale, decreased motivation, and rising absenteeism and overtime rates, as well as employee concerns regarding favoritism and unjust labor practices, have created a tumultuous work environment. There has been a decline in productivity, which has resulted in an increase in product returns and a lack of cohesive communication among the crews, which are led by informal leaders.
To surmount these obstacles and ensure a seamless transition, ACME Company must approach the hiring and selection of the new supervisor with a clear emphasis on organizational behavior theories. ACME can foster positive change and effectively address the current issues by selecting a leader who not only possesses the required skills and experience, but also works seamlessly within the company’s culture.
A candidate with a demonstrated history of resolving operational challenges, fostering fairness and equality, and fostering employee development should be sought. This person must possess exceptional leadership qualities capable of uniting the teams, resolving intergroup conflicts, and fostering open communication.
By prioritizing the well-being and satisfaction of its long-tenured, low-skilled employees and addressing the extant operational issues, ACME Company can foster motivation, productivity, and performance in the workplace. The new supervisor will play a crucial role in not only preserving a positive relationship with the current workforce, but also introducing innovative strategies to improve overall productivity and product quality.
In conclusion, ACME Company’s employment decision will have a significant impact on its future operational success. The company can propel its development and success while ensuring a seamless transition from Ron’s leadership by selecting a cultural fit and utilizing organizational behavior theories. With the proper leader in place, ACME can instill its employees with a sense of purpose and commitment, securing a stronger and more prosperous future for the organization.
References
Ahsan, M. (2018). Effective Recruitment and Selection along with Succession Planning towards Leadership Development, Employee Retention and Talent Management in Pakistan. Journal of Entrepreneurship & Organization Management, 07(01). https://doi.org/10.4172/2169-026x.1000233
Alrawahi, S., Sellgren, S. F., Altouby, S., Alwahaibi, N., & Brommels, M. (2020). The application of Herzberg’s two-factor theory of motivation to job satisfaction in clinical laboratories in Omani hospitals. Heliyon, 6(9). NCBI.
Bhuiyan, M. Y. A., Karim, M. M., Nath, S. K. D., & Latif, W. B. (2021). Conceptual Framework of Recruitment and Selection Process. International Journal of Business and Social Research, 11(02), 18–25. https://doi.org/10.18533/ijbsr.v11i02.1415
Montag, C., Sindermann, C., Lester, D., & Davis, K. L. (2020). Linking individual differences in satisfaction with each of Maslow’s needs to the Big Five personality traits and Panksepp’s primary emotional systems. Heliyon, 6(7), e04325. https://doi.org/10.1016/j.heliyon.2020.e04325
Negrin, K. A., Slaughter, S. E., Dahlke, S., & Olson, J. (2022). Successful Recruitment to Qualitative Research: A Critical Reflection. International Journal of Qualitative Methods, 21, 160940692211195. https://doi.org/10.1177/16094069221119576
Pervaiz, S., Li, G., & He, Q. (2021). The mechanism of goal-setting participation’s impact on employees’ proactive behavior, moderated mediation role of power distance. PLOS ONE, 16(12), e0260625. https://doi.org/10.1371/journal.pone.0260625
Potočnik, K., Anderson, N. R., Born, M., Kleinmann, M., & Nikolaou, I. (2021). Paving the way for research in recruitment and selection: recent developments, challenges and future opportunities. European Journal of Work and Organizational Psychology, 30(2), 159–174. Tandfonline. https://doi.org/10.1080/1359432x.2021.1904898
Rozario, Venkatraman, Chu, & Abbas. (2019). Dominant Factors for an Effective Selection System: An Australian Education Sector Perspective. Systems, 7(4), 50. https://doi.org/10.3390/systems7040050
Thrasher, G., Dickson, M., Biermeier-Hanson, B., & Najor-Durack, A. (2020). Social identity theory and leader–member exchange: individual, dyadic and situational factors affecting the relationship between leader–member exchange and job performance. Organization Management Journal, ahead-of-print(ahead-of-print). https://doi.org/10.1108/omj-04-2019-0719
Venkatraman, S., Abbas, A., & Rozario, S. D. (2019). Challenges in Recruitment and Selection Process: An Empirical Study. Challenges, 10(2), 35. mdpi. https://www.mdpi.com/2078-1547/10/2/35
Morgan, M. (2023). The recruitment process in 7 steps (plus tips) | indeed.com. The Recruitment Process in 7 Steps (Plus Tips and FAQ). https://www.indeed.com/career-advice/interviewing/recruiting-process
BDC (n.d.). Recruiting plans for small businesses. Retrieved March 14, 2023.
https://www.bdc.ca/en/articles-tools/employees/recruit/recruiting-plans-small-businesses
Applyflow. (2023.). Integrations. Retrieved March 14, 2023, https://www.applyflow.com/integrations/
Wong, K. (2020, October 20). How to Create a Successful Employee Incentive Program. Achievers. Retrieved March 14, 2023, https://www.achievers.com/blog/employee-incentive-programs/
