Psy 428 - Improving Organizational Performance

Improving Organizational Performance

Gilda McCarty

PSY/428

May 21, 2012

Dr. Sally Williams, Ph. D.

Improving Organizational Performance

This paper is founded on a simulation that aids students in comprehending motives that can lead to employees being displeased in the workplace. This paper will summarize four stages in the simulation and narration of the conditions, a suggested resolution that includes statistics, and their outcomes. This paper will also discuss the organizational psychology theories discussed in the simulation by addressing the subsequent subjects; methods used to broaden productivity among employees through motivation; awareness of human behavior; cognition, and actions used to increase kinships in the workplace, and ways organizations may lessen stressors in the organizational setting for workers.

Four Phases in the Simulation

The first stage of the simulation involved deciding what the main cause of dissatisfaction was among the stunt performers at Airdevils Inc. The simulation offered a variety of means to examine and define what the primary reasons were for job dissatisfaction, and upon examining the acquired facts it was determined the main reason for job dissatisfaction was the absence of simulating challenges in the workers job profiles.

Suggesting resolutions to aid the organization in producing flexibility within the establishment and reconstructing job satisfaction levels was the next step introduced into the simulation. The goal was to maintain a budget of 150,000 dollars, and it was recommended the total be 149,314. These were the subsequent intercessions that were proposed in order to produce a pliable organizational setting and improve job satisfaction. Suggestions included permitting workers to engage in open competitions, rotation in industry meets, being educated in other areas of stunt work, and performance based incentives. This advice was given to support making the establishment more pliable. These suggestions were more likely to help the organization reach its goals.

Permitting workers to engage in open contests would assist them in becoming better performers, and increase the levels of job satisfaction. Educating drivers in other areas of stunt work promotes growth within the establishment, therefore producing an organization that is pliable (Jex & Britt, 2008). The following suggestions made job satisfaction and performance at Airdevils Inc. better. By presenting workers with performance based incentives and allowing workers the opportunity to earn more income and increase their performance levels.

The next objective was to name three individuals to take part in an unconventional group that would be instrumental in producing modernize stunt plans for the regular consumers of the establishment. These individuals would have the capabilities to expand the organizations efforts to meet and exceed the needs of its consumers. However, there was conflicting styles and emotional instability among the three participants chosen to take a part in the simulation, and this group was defined as being a defective group, due to the conflict of personalities among the group members. When selecting individuals to take part in a group setting it is important to select individuals with like dispositions and demeanors, as well as the traits of each member should possess a high absolute skill level, and have high emotional abilities (Jex & Britt, 2008).

The final objective was to propose different standards that would be instrumental in decreasing absenteeism as well as reducing stress levels among workers. There was an increasing problem with absenteeism among the stunt professionals and it was beginning to have an unfavorable impression on the organization. The crew supervisor produced data that presented the primary reason for absenteeism among crew members was high stress levels. The simulation introduced the following standards to discuss the mention concerns; implementing a code of conduct, biofeedback training, changing the team structure, permitting pliable work schedules, placing temps into permanent positions within the organization, and making available stress-inoculation training. The purpose of developing a code of conduct would be to introduce ground rules for employees to follow and educating them about the consequences when the rules are not adhered to. Biofeedback training would provide directions about reducing physical stressors and decreasing the amount of sick days taken that are associated with illnesses related to high levels of physical stress in the organizational setting.