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Organizational behavior control is important in fostering a proactive workforce. Reflectively, the process consists of a structured human resource management system that incorporates motivation, training, organized feedback system, and evaluation procedure. Thus, this reflective treatise attempts to explicitly review organizational behavior as part of performance modifier.
In the article “The value of human resource management for organizational performance”, the authors dwell on performance of an organization as greatly influenced by the organization of its human resources department. Among the key issues identified by these authors as positive influencers of organization behavior include motivation, empowerment, and training (Liu, Combs, Ketchen, & Ireland 2007).
Reflectively, these factors should be internalized in the human resource management system to foster proactive attitude among the staff (Wayne & Liden 1995). Among the motivation enhancing practices identified by these authors include incentives, promotions, rewards, and recognition. However, the authors opine that effectives of these components depend on vertical, horizontal, and work alignments.
Carson, in the article “Saying it like it isn’t: The pros and cons of 360-degree feedback”, asserts that feedback system management system may influence positive or negative perception among employees. In encoding and decoding information, it is critical to balance the wanted and unwanted grapevine (Wimbush 2006).
Thus, in reviewing performance based on feedback received, the author is categorical in advising the human resource management team to handle the voluntary information with care to boost trust and confidentiality which form the pinnacle of organizational behavior.
Therefore, it is critical to balance the feedback with the goals of such an organization as a remedy towards inclusiveness and active participation which translates into desirable performance. Through training of then evaluation and performance reviewers, it is possible to establish a clear line between informal and formal office grapevines which foster a unique culture among employees.
Reflectively, a complete 360 degree feedback process should operate on boosting morale and maintaining desirable confidence levels (Carson 2006). The process should be inclusive of structured evaluation and progress reporting tools.
The article “Employee Motivation: A Powerful New Model” by Nohria, Groyberg, and Lee dwells on factors that foster proactive employee attitude through motivational channels. Organizational behavior should be aligned within four models identified by these authors. These models are the motivation to acquire, bond, comprehend, and defend (Vitale & Mavrinac 1995).
Therefore, a proactive behavior control system should function within a structured reward system. When the system functions within accepted parameters, employees will eventually develop a self consciousness to deliver quality services and defend the organization as part of a family unit (Nohria, Groysberg, & Lee 2008).
Thus, the human resource management team should strive to maintain professionalism and avoid unfairness to make the process function optimally.
The article, “Performance and rewards: cleaning out the stables” by Hendry, Woodward, Bradley, and Perkin introduces the aspect of planning to demystify poor performance as part of employee redundancy. Reflectively, proper use of competency review system is directly proportional to employee performance (Hendry, Woodward & Bradley 2009).
Therefore, organizational effectiveness should be the cornerstone for modeling acceptable behavior between the management and staff (Zornitsky1995). However, the policies adopted should be aligned to the basic building blocks of performance and scope of the organization. These policies should incorporate employee-employer relationship model, performance review, and organizational social culture.
Conclusively, organizational behavior is influenced by several factors such as motivation, promotion, and structured feedback system. However, policies aimed at balancing performance and behavior should be aligned to the goals of an organization.
Carson, M 2006, “Saying it like it isn’t: The pros and cons of 360-degree feedback,” Business Horizons, vol. 49, pp. 395-402
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Hendry, C., Woodward, S., & Bradley, P 2009, “Performance and rewards: cleaning out the stables,” Human Resource Management Journal, vol. 10, no. 3, pp. 46-62
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
Vitale, M., & Mavrinac, S. C 1995, “How effective is your performance measurement system,” Management Accounting, vol. 77, no. 2, pp. 43-47
Wayne, S. J., & Liden, R. C 1995, “Effects of impression management on performance ratings: A longitudinal study,” Academy of Management Journal, vol. 38, no. 1, pp. 232−260
Wimbush, J. C 2006, “Spotlight on human resource management,” Business Horizons, vol. 49, no. 6, pp. 433−436
Zornitsky, J. J 1995, “Making effective human resource management a hard business issue,” Compensation and Benefits Management, vol. 11, no. 1, pp.16-24