Defining organizational behavior for organizations


As we all know, Organizational Behavior (OB) is the study of what manner individuals interrelate within groups, in this case, organizations. The sole purpose of the study of this field is usually to fashion more productive establishments. And therefore, it is based on a scientific approach that is put in practice to manage employees. (Ciocirlan 2017, pp.51-70.) From the case study essay, we see XYZ energy, a very efficient and effective company before acquisition by the Big energy company. After the acquisition, as they change the operational processes, which affect the operations of the first XYZ workers, an issue which starts the downfall of XYZ up to and until Sally Johnson one of the management decides to take action. From this study, one can deduce that employees, well-being, motivation, personality, emotions, attitudes, performance and several others are the primary determinants of an organization’s success or failure. Therefore, my main focus today based on the case study in this document is on employee satisfaction and individual behavior in an organization, seeking the best way to address these matters and come up with sustainable solutions to better our organizations.

Employee behavior

To start off my document is the individual employee behavior, personality, values, and attitudes. Individual behavior can be termed as the emotional and physical ways that beings involve in intellectually, socially, biological and several others and are usually determined by coercion, persuasion, rapport, authority, ethics, values, emotions, attitudes, culture and much more. Therefore, the way employees respond to specific situations and circumstances at the place of work is also known to decide and determine worker’s behaviors. Both internal and external factors like technology, customer demands and the coexistence of positive environment at the workplace are some of the issues that are responsible for shaping the employee behaviors in an organization.

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Organizational Behavior, therefore, tries to study the influence of persons, structures and groups have on human behaviors in firms.  Therefore, here, management, sociology, communication, and psychology are the major interdisciplinary fields that are scrutinized. Personality, on the other hand, is a Greek-derived word ‘persona’ meaning ‘to speak through’ it therefore just means, a blending of qualities, features, and characteristics which not only form but also determine an individual’s distinctive identity. Thus, it is simply the part a being plays in the community. After understanding the terms, how do they affect organizations?(OFFICE DESIGN AND EMPLOYEE BEHAVIOR 2015, pp.67-68)

Personality, for example, is very crucial as it differentiates a person from other individuals and motivates the rest to trail him as a leader. As a result, it not only makes one live positively and have an affirmative boldness to life, it also aids in stress reduction. Employees with stable personalities are likely to display the big five personality traits (OCEAN) namely; Openness: the ability to be open, creative, intellectual, original and curious to new ideas. Then there is Conscientiousness: this is the act of being dependable, accomplishment-oriented, punctual, systematic, and organized.

Another major trait is Extraversion: being communicative, sociable, talkative, outgoing and sees the pleasure in attending to social situations. Agreeableness makes the fourth character which simply refers to the act of warm, kind, trusting, sensitive, tolerant and affable. And then lastly there is Neuroticism: being able to keep moods, tempers, irritations, and anxiety under check. Some of the other employee personality traits may include; the learning mode, character strength, behavior, competitiveness, motivation, assurance, and several others.All the above-mentioned traits can shape one to be the ultimate employee. Values such as achievement, benevolence, conformity, hedonism, power, security, self-direction, stimulation, tradition, universalism, and others also aid in shaping employees for their jobs. (O’Neill & Lewis & Carswell 2011, Pp. 595-600)

Moving ahead I will now look at the perception employees have to others and how they perceive themselves. The way an individual interprets the environment, articulate responses and act as required is called perception. Here are the four major factors that affect, shape and determine the employee perceptions at places of work; trust, if it is positive then the perceptions are bound to be positive. Then there are the upper management practices and direct supervisory practices. And lastly, the coworker socialization and self-efficacy. There are quite a number of perceptions, to start with is Self-perception.

Most individuals agonize from self-enhancement bias which simply refers to the propensity of overrating their capabilities and performances and see themselves in the same affirmative light that they see other people. This is in other words referred to us as self-enhancement bias, and then there is that group of individuals who often underestimate their capabilities and possibilities thus viewing themselves in a negative light. This is called self-effacement bias. Therefore, as people perceive their environments so do they act, wrong perceptions can lead to a high standard of illegal and unethical behaviors in an organization. (Sharma & Sharma & Agarwal 2016, Pp.224-247)

Then there is another part of perception, Social perception. This is simply how an individual perceives and interprets the surrounding, use it in judgments and giving verdicts on people, situations, and several others. This human perception for self and others is also usually shaped by biases. This kind of understanding not only shapes an individual’s behavior depending on how they perceive others it also shapes that of the person with whom the individual is interacting.

Factors such as stereotyping arise as a result of perception.  This stereotypes affect employee behaviors and may most times lead to self-fulfilling prophecies. This is simply when a stereotype makes one think, act and behave in a particular manner. For example, in an attempt to conform to the major influential force or stereotype. These forces thrive in organizations due to a factor referred to us as Selective perception. In which individuals choose to conform with certain environments and ignore the rest thus making the stereotypes powerful than ever. Such are the forces which may determine the employee relations to each other and as a result, play a significant role in the achievement of organizational objects. It is thus, very crucial to have perceptions kept in check. (Prottas 2012, Pp. 51-60)

Next in line is the employee emotions, attitudes, and stresses. Attitudes can just refer to judgments. Attitudes are responsible for the development of the ABC model. That is the Affect, Behavior, and Cognition as the main attitude components. Where an emotional rejoinder articulating one’s likeness for an object is what we refer to as the effective response. While the behavioral purpose is an oral suggestion of an individual. One’s feelings towards something or someone raises the attitude and can be determined by quite some things. In an organization, job satisfaction – a degree to which one feels negatively or positively about their jobs goes hand in hand with the attitude, and this can lead to emotions and later on stresses. Employee satisfaction determines their commitment to an organization they work for. For one to believe highly in an organization’s values and has the will to put the effort required to meet the organizational demands on route to meeting the goals and objectives, one has to be very satisfied with their jobs, with a sense of job security and work in the very conducive environment. (Fernandez & Moldogaziev 2013, Pp. 490-506)

Factors such as stress-free work environments, organizational justice, personality, person-environment match, job characteristics, psychological contract and much more aid in developing organizational commitment as they create job satisfaction. It is, therefore, advisable for the management to continuously access their workforce for various signs of discontentment, non-satisfaction, unhappy, disengaged, stress and unnecessary emotions and address the issues with utmost urgency. This can be done through Attitude Surveys and exit interviews. And of course, confidentiality is of utmost importance, as the employees will feel safer to share their grievances if they know and understand that the information will not be disclosed and will rather be used to better the organization. As for exit interviews, the administration should always make attempts to meet up with the departing employees and try to understand their perception of the organization operations. Such as individuals can give the perfect raw organizational picture without any sugar coating. Thus provide more information on areas to improve.  However, the management ought to understand that the use of the collected information is limited and is not valid for a long time. They should, therefore, act on it swiftly. (Gloria & Steinhardt 2014, Pp. 145-146)

Stress at the place of work, on the other hand, can seriously reduce, hinder and times stop completely the performance and productivity of an employee. Other than just this, it can go as far as affecting the involved employee’s health both physically and mentally. Employers should be able to not only keep track of stress in their workers but also help them in managing the stress. Here are some steps that will aid in keeping stress at bay for employees; keeping track of the stressors, developing several health responses, establishing boundaries for the employees, taking time of strict schedules to rest and regain, learning quick means of relaxing, making vertical communication to the supervisors easy, offering professional support and several others.

Some of the signs below indicate that there is stress among the employees; anxiety, depression, discouragement, irritability, pessimism, overwhelming feelings and feelings of inability to cope, reduced the ability to concentrate at work, making decisions and even cognitive difficulties. Some general causes of stress at workplaces include; pressures to meet strict timeframes, job security, family issues, ongoing issues, and several other reasons. Therefore, organizations such as the Big Energy should take time, enlighten the employees on how to deal with stress, cope with it and avoid it so as they can lower and prevent emotional and physical responses occurring at the job place and do not fit their needs, resources, and capabilities as employees.  (“Leading Well: Leadership and Employee Safety and Wellbeing”,2016, pp. 395-396.)

All the above-discussed topics in one way or the other determine employee motivation and performance. And as much as an organization should give then heightened scrutiny, it should also consider other factors that determine employee performance. Motivation can be termed as both the external and internal issues inspiring an individual to put effort and desire to continuously carry out a role in an attempt to achieve and accomplish an objective. Motivation is a very crucial force as it gives employees today in day out face tough chores, roles and responsibilities and carries on with the objective of organizational goal attainment. To mention but a few of the advantages of having motivated workers in an organization: the main purpose is to raise the level of efficiency of employees.

By filling the gap between the willingness to do work and the ability to carry out the task, employee supervision is minimized and thus attaining more from their performance. This ensures increased productivity and reduced operational cost-efficiency. As motivated employees strive to better their ways of carrying out their tasks, they are driving the organization towards goal attainment. Motivated employees with no reason for pressure build-ups are known to relate better thus also aiding in creating job satisfaction, and this leads to the stability of a workforce. (Employee Motivation Management Systems & Practices and Their Perceived Roles on Employee Performance: The Case of FDRE-Metal & Engineering Corporation (FDRE-METEC) 2016, Pp.1254-1266)

The motivation which as we have seen goes hand in hand with performance can be attained in an organization by use of both monetary such as increasing wages and non-monetary incentives, for example, recognition. We can also talk about promotions at job levels. There is also offering disincentives to incompetent employees. (Tampubolon 2016, Pp. np)

As I draw my conclusion, I will refer to the case study, if The Big Energy company as it was absorbing the XYZ energy company had put all the above-discussed points into consideration as they were integrating the companies, I believe the issues had turned out differently. And therefore, in an attempt to make it work for the remaining employees of XYZ, the Big Energy company ought to use the New Bet model, were; they turn the XYZ energy company as a standalone business entity within the main Big Energy frame and pursue a new market segment.

As I draw my conclusion, I will refer to the case study, if The Big Energy company as it was absorbing the XYZ energy company had put all the above-discussed points into consideration as they were integrating the companies, I believe the issues had turned out differently. And therefore, in an attempt to make it work for the remaining employees of XYZ, the Big Energy company ought to use the New Bet model, were; they turn the XYZ energy company as a standalone business entity within the main Big Energy frame and pursue a new market segment.


Ciocirlan, C. (2017). Environmental Workplace Behaviors. Organization & Environment, 30(1), pp.51-70.

Employee Motivation Management Systems & Practices and Their Perceived Roles on Employee Performance: The Case of FDRE-Metal & Engineering Corporation (FDRE-METEC). (2016). International Journal of Science and Research (IJSR), 5(1), pp.1254-1266.

Fernandez, S. and Moldogaziev, T. (2013). Employee Empowerment, Employee Attitudes, and Performance: Testing a Causal Model. Public Administration Review, 73(3), pp.490-506.

Gloria, C. and Steinhardt, M. (2014). Relationships Among Positive Emotions, Coping, Resilience and Mental Health. Stress and Health, 32(2), pp.145-156.

“Leading Well: Leadership and Employee Safety and Wellbeing”. Work & Stress, vol 30, no. 4, 2016, pp. 395-396. Informa UK Limited, doi:10.1080/02678373.2016.1221601.

OFFICE DESIGN AND EMPLOYEE BEHAVIOR. (2015). Leader to Leader, 2015(77), pp.67-68.

O’Neill, T., Lewis, R.,and Carswell, J. (2011). Employee personality, justice perceptions, and the prediction of workplace deviance. Personality and Individual Differences, 51(5), pp.595-600.

Prottas, D. (2012). Relationships Among Employee Perception of Their Manager’s Behavioral Integrity, Moral Distress, and Employee Attitudes and Well-Being. Journal of Business Ethics, 113(1), pp.51-60.

Sharma, N., Sharma, T. and Agarwal, M. (2016). Measuring employee perception of performance management system effectiveness. Employee Relations, 38(2), pp.224-247.


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