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OB Individual Assignment
OB Individual Assignment
XYZ COMPANY
(An Assignment)
By
J.B.A.Ravinath Niroshana
(2009/MBA/WE/71)
14 February 2010
University of Colombo
MBA 531 Organizational behavior 2
Table of Content
Abstract 3
Application of MARS model for behavioral modification of XYZ Company 4
Introduction 4
Problem Identification 5
Short-run Problems 6
Long-run Problems 6
MARS Model of Individual Behavior and Its adaptability for the XYZ Company 7
Motivation and its application for the case 8
Theories of Work Motivation 9
Application of Motivation theories to XYZ Company 11
Ability and its application for the case 12
Role Perceptions and its application for the case 14
Situational Factors (SF) and its application for the case 15
Values and Ethics in the Workplace 16
Conclusion 17
Recommendations 18
Reference 19
Bibliography 20
MBA 531 Organizational behavior 3
Abstract
The study is focused on pinpoint analysis about current challenging situation of XYZ company
and given optimal solutions for those problems. Luthans (2008) described that Organizational
MARS model which is acronym for the motivation, ability, role perception, situational factors
and it is used for analysis the prevailing condition of the XYZ Company. Based on the findings
we can conclude that the MARS model is very useful tool for analysis the situation of the XYZ
Company. In the light of the MARS model recommendations have been given to cater solution
Introduction
The case is about the XYZ Company. The given case elaborates currant challenging situation of
the company. Nanayakkara (2008) explained that problems in a case could be categorized in
terms of their relationship to the main issue or in terms of the time taken to remedy the situation.
In relation to the main issue some problems could be seen as symptoms, some primary, and
others secondary. Symptoms are indications of problems elsewhere and hence cannot be
remedied permanently. Primary problems are the ones which reside at the rock bottom of the
main issues and hence they must be identified, diagnosed, and corrected.Secondry problems are
the ones which are related to the main issues indirectly.
MBA 531 Organizational behavior 5
Problem Identification
The following are the Symptom, Primary problem, Secondary problem and the issue, in this
particular case.
Secondary problems : Conflict in the work place, absenteeism, lack of trust and
integrity between superior and subordinates, and
occasionally sabotage
Before proceed any further I would like to emphasize the meaning of the word,
problem. As described by Nanayakkara (2008) a problem can be fruitfully identified as a
gap between the current state of affairs and the desirable state of affairs (p.119).A
longitudinal perspective would place problems on a time scale as short-run, and long-run.
MBA 531 Organizational behavior 6
The problems in this case can be classified in time scale as short-run and long-run
problems as follows.
Short-run Problems
Low performance level due to employee morale and the level of motivation, Conflict in the work
place, absenteeism, lack of trust and integrity between superior and subordinates, and
occasionally sabotage can be classified as short run problems of the XYZ Company.
Long-run Problems
Gradual declining of sale and the company is falling behind other innovative competitors can be
identified as long run problems of the XYZ Company.
MBA 531 Organizational behavior 7
MARS Model of Individual Behavior and Its adaptability for the XYZ Company
Why do individuals behave the way they do and perform poorly in XYZ Company? I begin the
journey to explain these dynamics by presenting a basic model of individual behavior (called the
MARS model).It is a useful starting point to understanding the drivers of individual behavior and
results. The model highlights the four factors that directly influence an employee’s voluntary
behavior and resulting performance:
• Motivation;
• Ability;
• Role perception; and
• Situation factors.
These four factors are represented by the acronym “MARS “in the models name. As described
by McShane and Von Glinow (2000),the MARS model shows that these four factors have a
combined effect on individual performance. The below exhibit depict the MARS model.
Individual
Characteristics MARS model
Values
Personality
Perceptions
Emotions
McShane, S.L. & Von Glinow, M.A. (2000). Organizational Behavior (3rd ed).
and attitudes
Stress
MBA 531 Organizational behavior 8
The above exhibit also shows that the four factors in MARS model are influenced by several
other individual variables.As described by McShane and Von Glinow (2000), Personality and
values are the most stable characteristics.Emotions, attitudes, and stress are much more fluid
characteristics, whereas individual perception and learning usually lie somewhere between.
Here on wards given a brief introduction the four elements of MARS model and their relativity
for the XYZ Company.
Pinder (1998), described motivation as follows: Motivation represents the forces within a person
that affect his or her direction, intensity, and persistence of voluntary behavior. Direction refers
to the fact that motivation is goal-oriented, not random. People are motivated to arrive at work on
time, finish a project few hours early, or aim for many other targets.Intesity is the amount of
effort allocated to the Goal.Finally, motivation involves varying levels of persistence, that is,
continuing the effort for a certain amount of time.Motivation is the activation or energization of
goal-oriented behavior.The term is generally used for humans but, theoretically, it can also be
used to describe the causes foranimal behavior (humans are also animals; false dichotomy) as
well.For this analysis only refers to human motivation. According to various theories, motivation
may be rooted in the basic need to minimize physical pain and maximize pleasure, or it may
include specific needs such as eating and resting, or a desired object, hobby, goal, state of being,
ideal, or it may be attributed to less-apparent reasons such as altruism, selfishness, morality, or
avoiding mortality.
According to the given situation, that is situation in XYZ Company, employees are less
motivated compare to the other companies. As a senior manager I must check the motivational
levels of the employees. As per given details it is obvious that employees of XYZ company are
MBA 531 Organizational behavior 9
less motivated. Therefore motivational strategies should be decided such a way to cater good
motivation standard.
Before discuss the motivation strategies for XYZ company, I would like to emphasize few
motivation theories and relativity of those theories to the XYZ Company. For this analysis take a
Most theories recognize that motivation begins with individual need and their underlying drivers.
Needs are deficiencies that energize or trigger behaviors to satisfy those needs. One of the best-
known and pioneer needs-based theories is needs hierarchy theory. This theory has been
MBA 531 Organizational behavior 10
developed by psychologist Abraham Maslow.In this theory five instinctive needs arranged in a
hierarchy, whereby people are motivated to fulfill a higher need as lower one becomes fulfilled.
The below figure depicts more detailed view of Maslow’s motivation theory.
Figure 2
Wahba and Bridwell have mostly (1977) dismissed Maslow’s theory it is much too rigid to
explain the dynamic and unstable characteristics of employee needs.Reserarches have found that
individual needs do not cluster neatly around the five categories described in the model.
Moreover, gratification of one need level does not necessarily lead to increased motivation to
satisfy the next higher need level. Although Wahba and Bridwell (1977) mentioned like that I am
not agreed for this argument. My argument is people should accomplished higher level of needs
after acquiring the lower level needs only. Otherwise they will loose basic needs.
Subsequently Clayton Alderfer has developed the ERG theory to overcome the problems with
Maslow’s theory. ERG theory groups human needs in to three broad categories: existence,
MBA 531 Organizational behavior 11
Having acquired basic idea about theories now I will elaborate the application of these theories
in to the XYZ company scenario.
As assumed earlier in this analysis, the employees of XYZ Company are less motivated.
Employees in this organization have different needs, some needs are organizational driven (like
achievement of required performance) and others are self driven (like ambition to go to the next
higher position in the organization ladder). By assuming employees are lack in motivation, it is
recommended to imply following motivational strategies.
The primary problem of this XYZ company is employee performance has been reduced
dramertically.It is vital to motivate employees who do not reach the bottom level of the
Maslow’s Hierarchy of Needs by providing financial incentives. That is those bottom layer
employees of the XYZ company are not being satisfied by money they earn, implies that they are
not reached at least bottom level of the Theories of Work Motivation mentioned above.
Therefore it is mandatory to cater solutions for this problem by the way of introducing financial
incentive. As a senior manager, I can be recommended various target based incentives for sales
staff of the company and performance based incentive for other category of employees. This
approach will induce the employees to work hard towards their targets. This will leads to high
employee motivation and sometimes employees may compete each other and even some
employees try to over achieve their targets.
MBA 531 Organizational behavior 12
Apart from that to reinforce the security needs as described in second layer of Maslow’s
Hierarchy of Needs can be archived by introducing group insurance policy to the employees of
the company. This can be Workers comprehensive Insurance or Health Insurance or Personal
accident insurance or other such group insurance plan. Then those employees of the company
may feel some kind of security about their self and this will lead sudden boost of employee
performance.
To satisfy the social needs mentioned in the Maslow’s theory Group formation can be done. This
can be achieved by forming either Formal or Informal work groups or teams.
As described in Alderfer’s ERG theory Relatedness needs can be achieved to allowing the
employees to interact with other people, receiving public recognition, and feel secure around the
people or interpersonal safety. This can be achieved using appreciation, recognition, organizing
social gathering for employees and their family members such as a Get together.
tasks very accurately and precisely, rather than other peers. That implies their ability to perform
that particular task. Skills, knowledge, aptitudes,and other personal characteristics that lead to
superior performance are typically bunched together into the concept of competencies.
(Spencer,1993).Basically three competencies can be identified as follows:
As a senior manager of the company it is necessary to identify employees’ aptitudes and ability
and Quantifying of employees based on that is necessary requirement.Differant tasks can be
assigned for employees based on the above mentioned competencies and aptitudes of
employees.
Edwards (1991) described three basic methods which are used to match individuals and their
competencies with job requirements as described as follows:
• Select applicants whose existing competencies best fit the required tasks;
• Provide necessary training ;and
• Redesign the job.
Selecting the best person for a particular task of XYZ Company includes comparing each
applicant’s competencies with the requirements of the job or work unit. The second approach
include provide necessary training, so employees develop required skills and knowledge.
Redesign the job roles also very important, and therefore based on job roles tasks can be
assigned to the employees of XYZ Company within their capabilities. Both physical (e.g.
flexibility, stamina, body strength, manual dexterity, etc) and mental, intellectual, or cognitive
ability of employees of XYZ company should be identified for fully optimize the above mention
process.For example some function of the company need strong and energetic persons, whereas
for some jobs are more concerned cognitive abilities. As described by Dunnette (1976), Verbal
comprehension, Numerical, Spatial visualization, Perceptual speed, memory and inductive
MBA 531 Organizational behavior 14
reasoning, can consider as Mental Abilities. This enhances the Person-Job matching and hence
overall productivity of XYZ Company could be enhanced.
Employees have accurate role perceptions when they understand the specific tasks assigned to
them, the relative importance of those tasks, and the preferred behavior to accomplish those tasks
(Nygaard and Dahlstorm, 2002).A person’s beliefs about the specific tasks assigned to them,
their relative importance, and the preferred behavior to accomplish those tasks McShane and
Von Glinow (2000).As a senior manager of the company it is necessary to develop accurate role
perceptions to achieve desired behavior and results. Apart from that all the employees especially
at technical or bottom level of the XYZ company should aware such a way that, they know
which skills and knowledge to apply and what priority to follow. This will reduce the conflicts
between superior and subordinates and enhance the performance of the company.
The natural problem comes in this point is” How XYZ company improve role perception? “One
strategy is to ensure that employees understand their required responsibilities and to show how
those goals relate to organizational goals. Employees also clarify their role perceptions as they
work together over time and receive frequent and meaningful performance feedback. To
accomplish this performance reviews can be conducted. These performance reviews should focus
on goals and role perceptions. Then employees know what their job objectives are and how they
relate to the particular business unit they are working and, ultimately, the entire XYZ Company.
MBA 531 Organizational behavior 15
This is another factor, that is, situation in which the person works also influences his or her
behavior and job performance. Situational factors include conditions beyond the employee’s
immediate control that constrain or facilitate his or her behavior and performance (Bacharach
and Bamberger, 1995).
As a senior manager of the XYZ Company I must understand situational factors which are in
under the control of the company and beyond the control of the company. Situational factors
such as consumer preferences and economic conditions originate from the external environment
and, as a result of they are beyond the employee’s and organization’s control. However some
situational factors such as time, people, budget, and physical work facilities are controlled by
others in the organization. Senior managers of the company need to carefully arrange these
conditions so employees can achieve their performance potential. Questions such as “What
obstacles are created by management to prevent them from performing effectively?”, can be used
to get an idea about the situational factors which are reduced the company performance.
MBA 531 Organizational behavior 16
Values
Values represent stable, long-lasting beliefs about what is important in a variety of situations,
that guide our decisions and actions. They are evaluative standards that help us define what is
right or wrong, or good or bad, in the world. (McShane and Von Glinow ,2000).Values influence
person’s motivations and decisions. Values dictate person’s priority, preference and desires.
Values represent a potentially powerful way to keep employees’ decisions and actions aligned
with corporate goals. As described by McShane and Von Glinow(2000),Values represent the
unseen magnet that pulls employees in the same direction. They foster a common bond and help
to ensure that everyone in the organization regardless of job or rank has aligned goals. In the case
of XYZ Company common organization culture should be developed such a way that
Organizational values should not conflict with individual values of the employees and moreover
societal values. Even though it is difficult task, it is very important to Reinforcing a common
organization culture.
Ethics
Ethics refer to the study of moral principles or values that determine whether actions are right or
wrong and outcomes are good or bad (McShane and Von Glinow, 2000). One of the more
effective ways to ensure that the company ethics are adhered to is to ensure that the company’s
management adheres to the ethical standards. If employees see mangers breaking or bending
rules, behaving irrationally and acting with a general disregard to ethics then they also will likely
MBA 531 Organizational behavior 17
follow a similar path. Additionally the company can specify a code of ethics or in extreme cases
hire a manager for reinforcement of company ethics, and to ensure that the company as a whole
works towards a more ethical culture. It is very important to minimize the unethical and illegal
conducts of employees.
Conclusion
Even though we categorized problems as primary and secondary, they are interrelated hard to
demarcate by using a yardstick. Therefore analysis of the given case should be done in relation to
the most important factors related to the problems identified in the given case. Lack of
perception, and, affect of situational factors are reduced the performance of the company. Hence
the company became a critical situation. Therefore to overcome these problems pinpoint analysis
about XYZ should be carried out in relation to Motivation, Ability, Role perception and
Situational factors, and, the MARS model is the ideal solution for cater solution for this need.
Consequently in the light of MARS model the analysis has been done.
MBA 531 Organizational behavior 18
Recommendations
Reference
McShane, S.L. & Von Glinow, M.A. (2000). Organizational Behavior (3rd ed).
Bibliography
Spencer, L.M. & Spencer, S.M. (1993), Competence at work: Models for Superior performance.
Wahba, M.A. & Bridwell, L.G. (1977).Maslow Reconsidered: A Review of Research on the
Need Hierarchy Theory. Organization Behavior and Human Performance 18 , pp.78-97.
Retrieved from http://web.ebscohost.com/ehost/.
Edwards, J.R. (1991). Job Fit: A Conceptual Integration, Literature Review, and Methodological
Critique. International Review of Industrial and Organization Psychology6, pp.283-357.
Retrieved from http://web.ebscohost.com/ehost/.
Hunter, J.E. & Hunter, R.F. (1984). Validity and Utility of Alternative Predictors of Job
Performance. Psychological Bulletin 96, pp.72-98.
Bacharach, S.B. and Bamberger, P. (1995), Beyond Situational Constraints: Job Resources
Inadequacy and Individual Performance at Work. Human Resource Management Review 5,
pp.79-102
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