Organizational behavior has routinely been studied since its discovery in the hawthorn study. Research indicates an inextricable relationship between organizational behavior and a firm’s performance. Understanding organizational behavior enables managers to discover synergies for employee performance.
Therefore, the study of organizational development has led to the creation of positive organizational behavior as advanced by positivist psychologists1. Organizational learning process is critical to organizations because it helps management teams and low-end employees to adapt to the workplace environment, and to grow their competitive advantage2.
The process of learning behavior at the workplace, such as seeking new information, apportioning time to improve workflow procedures, and testing the validity of work assumptions offers employees to reflect on their actions. This allows them to acquire knowledge and helps in sharing information3.
The extent to which members of an organization interact to understand individual characteristics helps employees to develop a common base for a mutual collaboration. Studies have indicated that mutual coexistence among employees and their immediate seniors enhances knowledge and information sharing, which promotes and concretizes their ability to understand and execute their respective duties.
The nature of relationships illustrates that while people may have different personal dispositions and different personal attributes, learning and interaction can generate greater mutuality4. Therefore, if organizations fail to implement facilitate employee learning programs, they run a risk of impeding successful behavior learning, which may hamper improved performance.
A review of the literature indicates that people naturally know little about their fellows, and they would need reinforcement to develop learning competencies. Though many researchers have devoted a lot of their time in investigating the significance of behavior learning at work environment, most researchers have confined their studies on notions of negative behavior5.
The role of positive behavior in building positive interpersonal relationships helps organizational members to share their variable information, which remain essential to creating new approaches to completing work processes.
The extent and the quality of learning behavior of individuals and groups in an organization makes people feel highly appreciated and valued and helps to neutralize the uncertainties and tensions. Capacity and objective and subjective experiences of employees with their colleagues and supervisors contribute to better subordinate-superior relationships.
Researchers argue that while negative organizational behavior may have a devastating impact on an organization’s capacity to progress, understanding variations in behavior can be used to nurture mutually coordinated relationships. This is because the process of learning organizational behavior facilitates connectivity of relationships, and captures openness to differences. This scenario helps members to free themselves and clear doubts and negative perceptions about their counterparts.
Studies indicate that connectivity among employees through behavior learning enhances the development of non-defensive reactions, and facilitates sharing of knowledge about new challenges6. Therefore, using organizational behavior, organizations are able to generate impetus for future successes.
References
Carmeli, A., D.Brueller, & J. E. Dutton, ‘Learning Behaviors in the Workplace: The Role of High-quality Interpersonal Relationships and Psychological Safety’, Systems Research and Behavioral Science, vol. 26, 2009. 81-98.
Luthans, F., & A. H. Church, ‘Positive organizational behavior: Developing and managing psychological strengths.’ Academy of Management Executive, vol. 16, no. 1, 2002.
Footnotes
1 A. Carmeli, Brueller, D. & J. E. Dutton, ‘Learning Behaviors in the Workplace: The Role of High-quality Interpersonal Relationships and Psychological Safety’, Systems Research and Behavioral Science, vol. 26, 2009. 81-98.
2 F. Luthans & A. H. Church, ‘Positive organizational behavior: Developing and managing psychological strengths.’ Academy of Management Executive, vol. 16, no. 1, 2002.
3 F. Luthans & A. H. Church, ‘Positive organizational behavior: Developing and managing psychological strengths.’ Academy of Management Executive, vol. 16, no. 1, 2002.
4 A. Carmeli, Brueller, D. & J. E. Dutton, p. 81-98.
5 F. Luthans & A. H. Church, ‘Positive organizational behavior: Developing and managing psychological strengths.’ Academy of Management Executive, vol. 16, no. 1, 2002.
6 A. Carmeli, Brueller, D. & J. E. Dutton, p. 81-98.