Learning Outcomes:
\nCLO-Covered
\n1\tRecognize the fundamental concepts, theories and principles, examine challenges of organizational behaviour. (CLO1).
\n2\tDescribe management issues such as diversity, attitudes and job satisfaction, personality, and values in organizational behaviour (CLO2).<\/p>\n
Assignment 1
\nReference Source:
\nTextbook:-
\nColquitt, J. A., LePine, J. A., & Wesson, M. J. (2021). Organizational behaviour: Improving performance and commitment in the workplace (7th ed). Burr Ridge, IL: McGraw-Hill Irwin.<\/p>\n
Case Study: –
\nCase: LEVI\u2019S
\nPlease read the case \u201c LEVI\u2019S \u201d from Chapter 1 \u201cWhat is organizational Behaviour \u201d Page: – 23 given in your textbook \u2013 Organizational behaviour: Improving performance and commitment in the workplace (7th ed). by Colquitt, J. A., LePine, J. A., & Wesson, M. J. (2021) and Answer the following Questions:<\/p>\n
Assignment Question(s):
\n1. Initiatives like Improving Worker Well-Being could increase Levi\u2019s costs in a number of different respects. Shouldn\u2019t that harm the profitability of the company? (02 Marks) (Min words 150-200)
\n2. What are the potential strengths of a bottom-up approach to supplier improvement for a large company like Levi\u2019s? Would be the advantages to a more top-down approach? (02 Marks) (Min words 150-200)
\n3. How exactly should Harvard\u2019s School of Public Health go about studying the effects of the Improving Worker Wellbeing initiative? What would an ideal study look like? (02 Marks) (Min words 200)<\/p>\n
Part:-2
\nDiscussion Questions: – Please read Chapter 2&3 \u201cJob Performance —Organizational Commitment\u201d carefully and then give your answers based on your understanding.
\n4. Describe a job in which citizenship behaviours would be especially critical to an organization\u2019s functioning, and one in which citizenship behaviours would be less critical. What is it about a job that makes citizenship more important? (02 Marks ) (Min words 200-300)
\n5. Can you think of reasons the increased diversity of the workforce might actually increase organizational commitment? Why? Which of the three types of commitment might explain that sort of result? (02 Marks ) (Min words 150-200)<\/p>\n
Organizational behavior and commitment in response to your request:
\nIntroduction
\nOrganizational behavior examines how individuals and groups function within organizations. Understanding human behavior in organizational settings is crucial for managers seeking to improve performance and commitment. This article will analyze key concepts in organizational behavior including job performance, organizational commitment, and diversity and inclusion. Real-world examples will demonstrate how applying organizational behavior principles can benefit companies.
\nJob Performance and Organizational Commitment<\/p>\n
Job performance refers to how well an employee fulfills their job responsibilities (Colquitt, LePine & Wesson, 2021). High performers exceed expectations while low performers do not meet expectations. Performance is influenced by ability (skills and knowledge) and motivation. Motivation can be intrinsic, coming from within an individual, or extrinsic, coming from external rewards and punishments. Organizational commitment reflects the strength of an individual’s identification with and involvement in an organization (Mowday, Steers & Porter, 1979). Affective commitment involves emotional attachment to the organization, continuance commitment is based on the costs of leaving, and normative commitment involves feelings of obligation to remain.
\nThe Levi’s case study illustrates how initiatives to improve worker well-being can increase job performance and organizational commitment (Colquitt, LePine & Wesson, 2021). By addressing issues like ergonomics, Levi’s reduced physical strain and improved productivity. Workers also felt more valued, increasing affective commitment. However, costs must be considered. A bottom-up approach engaging workers could identify low-cost solutions while strengthening commitment. A top-down mandate risks reducing buy-in. Rigorous evaluation, as the Harvard study proposed, would determine if initiatives outweigh expenses.
\nCitizenship Behaviors and Diversity
\nOrganizational citizenship behaviors (OCBs) involve discretionary efforts that promote organizational effectiveness but are not formally rewarded, such as helping coworkers (Organ, 1988). OCBs are especially important for jobs requiring teamwork and interdependence. For example, in healthcare, nurses exhibiting OCBs through cooperation and backup behavior can significantly impact patient outcomes and organizational functioning. However, in individual contributor roles, OCBs may be less critical to core job responsibilities.
\nDiversity refers to demographic differences among organizational members (Robbins & Judge, 2019). Increased diversity in the modern workforce offers both opportunities and challenges. Research suggests diversity can increase innovation and problem-solving by bringing a variety of perspectives (Phillips, 2014). It may also strengthen commitment by signaling inclusion. For example, a diverse and inclusive culture respects individual differences, satisfying need for belongingness and strengthening normative commitment. However, managing diversity requires skills in cross-cultural communication and conflict resolution to leverage benefits and prevent issues like bias.
\nConclusion
\nIn summary, organizational behavior principles provide frameworks for understanding and enhancing human dynamics in the workplace. Initiatives to improve job performance, organizational commitment, citizenship behaviors, and diversity management can benefit companies when grounded in evidence and stakeholder input. As the modern workforce grows increasingly diverse, leveraging organizational behavior insights will become ever more important for business success.
\nWorks Cited
\nColquitt, J. A., LePine, J. A., & Wesson, M. J. (2021). Organizational behaviour: Improving performance and commitment in the workplace (7th ed). Burr Ridge, IL: McGraw-Hill Irwin.
\nMowday, R. T., Steers, R. M., & Porter, L. W. (1979). The measurement of organizational commitment. Journal of Vocational Behavior, 14(2), 224\u2013247. https:\/\/doi.org\/10.1016\/0001-8791(79)90072-1
\nOrgan, D. W. (1988). Organizational citizenship behavior: The good soldier syndrome. Lexington, MA: Lexington Books.<\/p>\n
Phillips, K. W. (2014). How diversity makes us smarter. Scientific American, 311(4), 42-47. https:\/\/www.jstor.org\/stable\/26002383
\nRobbins, S. P., & Judge, T. A. (2019). Organizational behavior (18th ed.). Harlow: Pearson.<\/p>\n","protected":false},"excerpt":{"rendered":"
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