The activities of any company are oriented to the positive results and gaining some benefits. The manager’s main task is to organise the work of employees to achieve the best results and provide the positive outcomes. From this point, the usage of the definite organisational behaviour tools is necessary for regulating the work of the employees.
It is possible to concentrate on such organisational behaviour tools as the system of rewards, the orientation to motivation, empowerment, appraisal, and the increase of commitment. In spite of the fact employees are individuals and require the individual approach, the organisational behaviour tools can be effective to control any group of employees to achieve the definite goals and stimulate the company’s progress.
Various organisational behaviour tools are traditionally used by managers to regulate the work of the employees. Nevertheless, the effectiveness of these methods can be different with references to their particular features and to the way of their using as independent tools or as a system.
Thus, motivation can be discussed one of the most effective organisational behaviour methods, but it is important to pay attention to the employees’ basic emotional needs to use the tool effectively. According to Nohria, Groysberg, and Lee the necessity to motivate people is a real challenge because it is significant to influence their emotions and feelings.
Managers should try to satisfy the workers’ needs for acquiring, comprehending, and defending to motivate them for doing their work better (Nohria, Groysberg, & Lee 2008). In this case, rewards are discussed as the necessary aspect of motivation to satisfy the needs for acquiring, but this tool can be also discussed independently.
Rewards are significant because they provide the workers see the results of their efforts in the form which is most appropriate for them. That is why, compensation is one of the key notions for motivating employees (Liu et al. 2007).
Many mangers often accentuate the significance of organising the effective team work which is based on openness and cooperation. In this case, managers should resolve the controversial point with empowerment as an organisational behaviour tool. Randolph states that empowering employees, it is important to fix the boundaries and provide the strict rules in relation to proposing and discussing decisions.
To control the situation, it is necessary to avoid possible misunderstandings in relation to the questions of the managers’ control and employees’ power (Randolph 2000). Furthermore, empowerment as the effective tool to regulate the team work and contribute to its progress should be based on the concept of the employees’ active participation in the process (Liu et al. 2007).
The results of the employees’ work also increase when they receive the appraisal for the high results and positive outcomes or for the appropriate behaviour. From this point, performance appraisal is an effective tool to stimulate the employees to continue their progress.
The absence of appraisal makes people think about the insignificance of their efforts (Liu et al. 2007). Thus, performance appraisal is connected with the employees’ commitment to the organisation or work (Siders, George, & Dharwadkar 2001). From this point, job commitment, job performance, and performance appraisal are interdependent notions.
It is possible to conclude that to stimulate employees to increase their productivity, managers should use different organisational behaviour tools as the parts of a single system where all the components are interconnected and influence the workers’ motivation and performance.
Reference List
Liu, Y, Combs, J, Ketchen, D & Ireland, D 2007, “The value of human resource management for organizational performance”, Business Horizons, vol. 50, pp. 503-511.
Nohria, N, Groysberg, B, & Lee, L 2008, “Employee motivation: a powerful new model”, Harvard Business Review, vol. 7, pp. 34-41.
Randolph, A 2000, “Rethinking empowerment: why is it so hard to achieve?” Organisational Dynamics, vol. 29 no. 2, pp. 94-107.
Siders, M, George, G, & Dharwadkar, R 2001, “The relationship of internal and external commitment foci to objective job performance measures”, Academy of Management Journal, vol. 44 no. 3, pp. 570-579.