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Organizational behavior

Employee involvement in the organization enhances employees’ job satisfaction. This is owing to the positive attitudes that the employees have towards management. In addition, job satisfaction acmes from the fact that employees feel empowered to influence and give their opinions on issues that affect them. This in turn increases worker commitment and efficiency in their work (Gennord and Judges, 2002 p18) Employee involvement in decision-making and strategic planning ensures that employees stay focused and are in tune with what the organizational goals are.

It is often said that if you do not know where you are going you will never get there (Cranny, Smith, & Stone, 1992). Similarly, if employees are not involved in setting organizational strategies then they are likely to get derailed. Therefore, employee involvement ensures that employees focus their undivided attention towards organization goals. This is turn enhances efficiency and effectiveness within the organization (Sims, R. 2002 p 24). Involvement of employees in organization strategies allows employees to gain knowledge on managerial tasks.

Employees are therefore trained so to speak on the responsibility of making good decisions. Delegation within the organization thus becomes easier since employees are acquainted with decision-making and problem solving skills. Through employee involvement in organization

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strategies, employees feel inclined to be part of the organizations solutions and not problems to the organization. This is because by involving employees in decision making, responsibility and best practices are imparted on employees. Consequently, efficiency and commitment to work is enhanced (Sims, & Manz, 1995).

For the firm’s best interests, the human resource department should try involve employees in organizational strategies. This helps to prevent turnover. Employee turnover is a symptom and not a problem and one causal factor is attributed to dissatisfaction in organization. To keep employees one has to motivate them, and make them feel that working for this particular firm, is the best thing ever. Employees leave because of various reasons. These include poor or no motivation, lack of promoted or recognition, poor employee-manager relationships among others. Conclusion The involvement of employees has profound benefits to the organization.

Organizations that focus on future human resource management should indeed look at this as a strategic plan. An organization that values its human resource and operates its great importance should invest its time in employee involvement. The success of an organization very much depends on how the workforce is utilized and especially how much the leadership has trust in the employees. It is the human resource managers who should play a leading role in guiding the organization to fully utilize the employees by involving the employees especially in key decision making processes as well as in change process.

References

Cote, S. and Morgan, L (2002). A longitudinal analysis of the association between emotional regulation, job satisfaction and intention to quit. Journal of organizational behavior. Cranny, C. , Smith, P. & Stone, E. (1992), Job Satisfaction. New York: Lexington. Fox, S. & Spector, P. (1999). A model of work frustration-aggression. Journal of Organizational Behavior, 20, 915-931. Gennard, J. & Judge, G. (2002). Employee Relations. CIPD Publishing Gratton, L et al. (1999) Strategic Human Resource Management: Corporate Rhetoric and Human Reality. Oxford University Press. Oxford. 59. Hamel, Gary and C. K.Prahalad, (1990)

“The Core Competence of the Corporation”, Harvard Business Review, vol. 68, no. 3, May-June 1990, pp. 79-91. Herriot, P (2001) The Employment Relationship: A Psychological Perspective. Routledge Spector, P. , Fox, S. , & Van Katwyk, P. (1999). The role of negative affectivity in employee reactions to job characteristics: Bias effect or substantive effect. Journal of Occupational and Organizational Psychology, 72, Sims, H. and Manz, C. (1995). Company of Heroes: Unleashing the power of self-leadership. New York. Wiley. Schermerhorn, J. Hunt, J. and Osborn, R (2005). Organisational behavior, 9ed. John Wiley & Sons Inc.

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