Case Study: Organization X

The goal of the following project is to analyze Organization X’s organizational behavior issues and effectively recommend changes with the purpose of improving the organization’s employee satisfaction and consequently increase overall workplace performance. To examine potential organizational behavior problems at Organization X, we interviewed various employees who have worked at the organization for multiple years. The interviews contained questions that we constructed based on various organizational behavior notions. They allowed us to gain insight on various aspects of the way that the organization’s run as well as which specific areas need improvement. Information received via interview was later interpreted by our group and became the

After the new changes are implemented, employees should fill out monthly questionnaires that give the organization feedback and constructive criticism on the new recommendations. The questionnaires will be anonymous so that management can analyze if employee satisfaction is increasing and what they can do to further improve it. It is important to note that there are a few drawbacks and implementation difficulties associated with these recommendations. For example, employees at first may be hesitant to use the recommendation box out of the fear that management will submissions, and later reprimand them. As a result, the recommendation box should be online and anonymous to guarantee that employees can write their suggestions unbiasedly.

The main issue related to holding meetings is that each one can turn into an hour-long situation in which employees are constantly criticizing the company. By allowing employees to vent their frustrations in an open environment may incite anger in other employees and management members. This may potentially further strain the relationship between employees and the management within the company. It should be emphasized that these meetings are held in a professional manner and employees should be told to solely provide recommendations and constructive criticism

According to Self-Determination Theory, autonomous motivation occurs when employees’ psychological need for competence, autonomy and relatedness are fulfilled. (BOOK SOURCE) When asked whether or not all three of these needs were regularly fulfilled in the workplace, all interviewees said that they weren’t. This ultimately implies that employee motivation in the organization is controlled rather than autonomous. This is a significant issue as controlled motivation is related to negative outcomes such as psychological distress and turnover intentions (Gillet, N., Gagné, M., Sauvagere, S., & Fouquereau, E., 2013). When asked what motivated each interviewee to perform their job, they all responded with the job’s pay. None of the interviewees mentioned that they were motivated by the actual content of the work itself. Following Self-Determination Theory’s notion of intrinsic vs. extrinsic motivation, employees at Organization X are overwhelmingly extrinsically motivated. Essentially, they are motivated to work for an external outcome (pay) rather than gaining utility from the job itself. This is a significant issue,