ORGANIZATIONAL BEHAVIOUR

Paradoxical pressure on employees by

corporates
Group - 9

Tanisha Pradhan - PGP/26/415

Thogaru Sai Shashank - PGP/26/416
Nikhilesh Raj - PGP/26/417
Vaibhav Tiwari - PGP/26/418
Vishal Shakya - PGP/26/419
OBJECTIVE OF PROJECT 1
HOW AND WHY
ORGANISATIONS PUT
PRESSURE?

2 HOW EMPLOYEES
PERCEIVE PRESSURE

PROJECT
3
IMPACT OF PRESSURE ON
EMPLOYEE PERFORMANCE/IN
OBJECTIVE ROLE BEHAVIOUR

4 APPROACH AND
AVOIDANCE MODEL

5 DATA ANALYSIS -
EQUITY THEORY
 METHODOLOGY

1 - The Brief 2 - Research 3 - Ideation 4 - Production 5 - Delivery

Paradoxical pressure As a group, we We brainstormed to We analyzed the We arrived at certain
from organisation conducted a survey, arrive at the final surveys and correlated improvements from
towards employees supplemented by concept by identifying them to Job effort and both the employee and
knowledge from the issue and proposing performance, Job organizational
numerous research improvements from our satisfaction, and perspectives.
papers. end. Extrinsic and Intrinsic
Rewards
How and why organisations put this paradoxical pressure?

How ?
Performance based incentives/rewards/recognition
Micromanagement (Work monitoring)
Targets

Why ?
To maximise the productivity and outcome
To bring the best out of the employees
To maximise the organization's profits
 How Employees
Literature Review Perceive Pressure

Positive Perception Negative Perception

Performance is treated as barter
to appraisal
To obtain promotion
High motivation
Corporate Citizenship Behaviour
Enhanced work meaningfulness
Sense of self-doubt
Counter productive work behaviour
Anxiety/Mental Health Issues
Reduced motivation
Reduced work meaningfulness
Performance Pressure Graph
 Literature Review
Approach and Avoidance Model

The impact of pressure on an individual's performance can be

explained by taking inference from Approach-Avoidance Model

Approach - Workplace pressure can act as a positive stimuli for

employees which leads to energization of behaviour and hence
better performance motivation

Avoidance - When workplace pressure leads to anxiety, tension,

feeling of nervousness with regrads to performance and
ultimately pushes an individual away from negative stimuli
 Literature Review

PINC MODEL
Performance-Improving-Noncompliant-Behavior
This model allows employees and the company to improve their
performances
The incentive and performance monetary results in indirect
pressure
This results in unethical tone at bottom which increases PINC
behaviour
Performance pressure develops competitive performance
culture
 Survey Questions
What level of performance
pressure do you feel (0-10)?
How do you rate your work
meaningfulness (0-10)?
How will you rate your Sensitivity
towards performance evaluation?
How will you rate your workplace
anxiety ?
Does your company reward you based
on performance?
Does your company follow any
mechanism to reward employees?
Do you feel happy when you are
rewarded for your performance?
Does your company claim that they
don't exert any pressure on
employees?
Data Analysis
Data Analysis
Data Analysis Equity Theory

Dissatisfaction, Reduced
Inequitable
output, Departure from
rewards
organisation

Balance or Imbalance Equitable Continuation at same level of

of rewards rewards output

More than
equitable Harder works
rewards
Data Analysis
 Conclusion

From the approach-avoidance model it can be inferred that the

performance pressure on employees can either lead to
instrumentalization or workplace anxiety
Maintaining an optimum level of pressure can be a win-win for both
the employee and the organization
From the survey we concluded that employees perceive pressure
at different levels, but eventually it is on the higher side even after
incentivisation, which is the paradox
Thank You!
Do you have
any questions?