Ob Assignment

Unit 12 / ORGANIZATIONAL BEHAVIOR
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Acknowledgement
I'd want to thank you for giving me the strength to finish my work on timely and with
enough ability to provide good assignment. Following that, I'd like to thank Ms.
Samoo for directing and supporting me throughout the study and providing the best
available outcome. Last, I'd like to thank my parents’ support.
Nilakshan Rajasekaran
Thank you!
NILAKSHAN RAJASEKARAN / NH85246 1|Page

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Table of Contents
Acknowledgement..............................................................................................................................1
LIST OF FIGURE................................................................................................................................3
LIST OF TABLES................................................................................................................................3
Introduction to organizational behavior............................................................................................4
Introduction to the organization.....................................................................................................4
LO 1......................................................................................................................................................6
Task 01 & 02.......................................................................................................................................6
A) Organizational culture.........................................................................................................6
Types of organizational culture.....................................................................................................6
Hofstede’s cultural dimension.......................................................................................................9
Impact of organizational culture on individual and teamwork performance..........................10
B) Organizational Power.......................................................................................................12
Impact of organizational Power on individual and teamwork performance...........................13
C) Organizational Politics......................................................................................................15
Impact of organizational Politics on individual and teamwork performance..........................16
LO 2....................................................................................................................................................17
Task 03...............................................................................................................................................17
1. Motivation...............................................................................................................................17
Content Theories..........................................................................................................................17
a) Maslow's hierarchy of needs...............................................................................................17
b) Fredrick Herzberg’s Two Factor Theory............................................................................19
Process Theories..........................................................................................................................20
a) Adam’s Equity Theory..........................................................................................................20
b) Vroom’s Expectancy Theory................................................................................................21
1. Influence of Motivational Theories the Behavior, work Performance and Social Life of
Employees at JKH........................................................................................................................23
a) Employee behavior...........................................................................................................23
b) Work Performance...............................................................................................................24
c) Social Life...........................................................................................................................24
Summarize on Culture, power and politics....................................................................................26
Reflection Report..............................................................................................................................27

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Recommendation..............................................................................................................................28
References........................................................................................................................................29
LIST OF FIGURE
Figure 1- John Keels..........................................................................................................................4
Figure 2 - Organizational Structure..................................................................................................5
Figure 3 - Charles Handy’s Model....................................................................................................6
Figure 4 - Three Culture Level..........................................................................................................8
Figure 5 - The 5 bases of power.....................................................................................................12
Figure 6 - Importance of Organizational Politics...........................................................................15
Figure 7 - Maslow’s Hierarchy of Needs........................................................................................17
Figure 8 - Fredrick Herzberg...........................................................................................................19
Figure 9 - Adam’s Equity Theory....................................................................................................20
Figure 10 - Vroom's Expectancy Theory.......................................................................................22
LIST OF TABLES
Table 1 - Fredrick Herzberg Theory at John keels.......................................................................20

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Introduction to organizational behavior
The study of group and individual performance and activity inside an organization is
referred to as organizational behavior. Human behavior in the workplace is
investigated to see how it affects job structure, performance, communication,
motivation, and leadership, among other things. Organizational behavior researchers
look at how people behave in their jobs. (Anon., n.d.)
Introduction to the organization

John keels overview
The way people behave within an organization, such as a business, is known to as
organizational behavior. As a result of these interactions, the organization's
behavior and performance are influenced. Organizational behavior supports in
recognizing a person's nature and finding aspects that have a major influence on a
person's performance and behavior.
This assignment discusses that culture, power, and politics affect team
effectiveness, as well as how it affects John Keels.
Present study is based on John keels holding (JKH) which is Sri Lanka's largest
listed company in the Colombo.
John Keels Holdings is Sri Lanka's largest company, owning approximately 70

companies in seven sectors, including delivery and logistics, consumer food, leisure,
property development, retail, financial services,
and information technology. The owners of John
Keels Holdings, Englishmen Edwin and George
John, accelerated the company in the 1870s.
Then, in the 1970s, JKH eagerly joined the
tourism industry, which is now without a doubt
Sri Lanka's most important economic driver.
Following that, in 1979, JKH founded a
commons Ltd organization.
JKH obtained a listing on the Colombo Stock

Exchange in1986, and became Sri Lanka's first
foreign-listed company by issuing Global
Figure 1- John Keels Depository Receipts (GDRs) traded on the
Luxembourg Stock Exchange. Then, in 1991, JKH launched the "Elephant House"
business, which specializes in beverages and ice cream. JKH made a step into the
banking sector in 1999 when it founded "Nation Trust Bank." JKH continued to

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expand, and for the sake of the country's prosperity, JKH invested in landmark
projects that will define Sri Lanka. By investing in the previous PVT foundation
severe into the United States name South Asia Gateway Terminals (SAGT), which
includes USD 900 million, 4.5 million square foot, integrated management old
complex branded so Cinnamon Life, which is the best large investment in Sri Lanka.
(John Keells Holdings, 2021)
Vision - To be known around the world as the top produce broker.
Mission - To maintain our position as the leading Tea and Rubber broker in Sri
Lanka.
Value - Adaptability, Enhancement, Aspiration
Products
 Keels.
 Elephant House.
 Union Assurance.
 Nations Trust Bank.
 Cinnamon Hotels & Resorts
Organizational Structure
Figure 2 - Organizational
NILAKSHAN RAJASEKARANStructure
/ NH85246 5|Page
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LO 1
Task 01 & 02
A) Organizational culture
Culture is made up of common values, beliefs, rituals, and written and unwritten
regulations that have changed over time and are regarded as real. The
organization's vision, values, conventions, processes, symbols, language,
assumptions, beliefs, and habits are all part of its culture.
Individuals may observe how a business responds to changing customer needs and
where a management corrects an individual who misbehaves, thereby influencing
employee attitudes, behaviors, and understanding. This will also provide how a team
or team leader contributes to the organization's objective. (Anon., 2006-2022)
Types of organizational culture

Charles Handy, an expert on organizational culture, identified four types of culture:
power, role, task, and person. This model will be used in this project. This model will
be used in this project.
Figure 3 - Charles Handy’s Model
(PAREKH, 2018)

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In the John keels organization, they are using task culture and power culture
respectively.
Task Culture
Tasks culture provides a shared vision at work and motivates people to offer more
freely to their employer. A task culture focuses on the group's team determined to
promote efficiency and let individuals are faced with the organization's goals. The
group dynamic is determined by the task, but if you take care of business and obtain
the proper combination of useful the administration, as we all know, influential
teamwork can be very productive.(The Open University, 1999-2022)
In the JKH, task culture refers to the development of a team in order to fulfill the
organization's common aim. John Keels has grown as a result of the visionary
leadership style, which has allowed them to develop a good workforce attaining
good things by practicing trust, confidence, and purpose in the employees. As
perform a task, they upgrade and provide leadership roles to regular employees,
empowering them to perform effectively. JKH managers have the authority to make
key judgments, however employees are also provided the opportunity to express
their opinions and make choices in order to improve individual and team
performance. (JOHN KEELLS , 2019/20)
Power culture
A powerful culture encourages employees to follow a strong leader. They make the
organization's most important decisions. Employees' values and behavior are
influenced by this person. Employees' views and beliefs are heavily influenced by the
leader. In organizations, when the owner has so far engaged major time and money
in bringing their vision to life, a power culture is somewhat popular. As previously
stated, this focuses largely around the leader, and as a result, the problem related to
such a company is its own leader. (Anon., 2022)
JKH keeps this culture because it follows a set of rules and regulations within the
organization, and the power culture places a stronger focus on superiors' decisions
and instructions.
As a result, those who have been authorized are free to make any decisions in the
JKH. They also handle the task to their subordinates, who must fulfill the task given
to them at all costs. Subordinates don't have the option of rejecting to do the work
that has been given to them. As a result, in the JKH organization, such a culture
limits subordinates the right to communicate and share their thoughts with superiors.
For this reason, such a type of culture may demotivate the employees.

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Figure 4 - Three Culture Level
Artefacts
Employees in the John Keels holding can wear the company's t-shirt, which is blue in
color and green in some areas. When created a task, workers ensure that they
maintain an appropriate level of grooming and hygiene in the given period.
Employees are not allowed to gossip.

Materials, buildings, symbols, names, images, logos, and slogans that make perfect
sense to all stakeholders in this company are examples of artefacts.
Espoused Values
The shared goals, concepts, and practices are the basic values of the John Keels
Company.JKH's values are caring, excellence, trust, innovation, and integrity, and
the company places a great importance on ethical rules. The JKH management
maintains the need of sharing the general rules to every employee so that they can
agree and change their behavior as needed.
Assumptions
The JKH Company's organizational culture is built on assumptions, which are deeply
established ideas. John Keels gains a competitive advantage over its competitors by
offering greater customer service. As a result, customer service is thought to be a
great tool for JKH's difference. There are no male controls or harassment of females
in the selected organization. Both genders are known to have equal status.

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Hofstede’s cultural dimension

 Low power distance vs. high power distance
The JKH has a high level of power, which has a favorable effect on the hierarchy's
communication flow. Everyone sees each other’s as equals, in every way possible.
The development of a high-power distance, depending to the organization, is only
able to confirm that managers' planned decisions have no impact. The final result will
be a clear and favorable result if the workers wait for the rules approved by the
supervisors for the duties in JKH.
 Individualism vs. Collectivism
JKH supports culture right, which helps communication with employees, as it is more
of a collective organization. JKH provides its employees with demanding goals and
tasks on a regular basis. These tasks and goals are meant to keep employees
motivated to succeed.
Employee time is highly valued at John Keels. This work-life balance is key for
employees' emotional and physical well-being, and JKH maintains that employees'
time is respected as well.
 Masculinity vs. Feminist
Both men and women are treated equally in the JKH. At JKH, all responsibilities and
tasks are given equally to men and women in order to promote workplace equality.
Individual skills, performance, teamwork, as well as rewards and other benefits are
all given to both male and female employees.
 Low uncertainty avoidance vs. high uncertainty avoidance
Uncertainty avoidance is low in the JKH. Team building or group activities are used
to better the company's procedures, cultures, and work activities. The John Keels
engaged in quality training for all employees to confirm that they are able to deal with
future changes in business. The company's ability and motivation to meet demands
also shows that it is more likely to lower uncertainty avoidance.
 Short term orientation vs. long term orientation
John Keels acts with both a long- and short-term orientation in six key focus areas -
namely, Education, Health, Community Development, Environment, Arts and
Culture, and Disaster Relief. The company joins in CSR initiatives on a regular basis
as part of its responsibility to the greater society in which it works. The company's
CSR efforts are timely planned to focus on the company's mission.

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 Indulgence vs. restraint
There are no limits in John Keels since the company values its employees'
satisfaction. Employees are happy around everyone and in the company of their
staff. Employees are also given training in personal emotional well-being and, if
required, help in dealing with personal problems.
Impact of organizational culture on individual and teamwork

performance
Individual
 When they come up with a task culture, it increases employee motivation and
commitment to the organization, resulting in a positive culture.
 All employees are given training to help them know the new processes,
expectations, and systems, and the bond they form within JKH will benefit them
in forming good connected relationships in their lives which will motivate all
individual where they perform very well.
 Employees are also provided the opportunity to express their opinions in any
big situation and make choices in order to improve individual/employees by the
ideas and good motivations.
 By having a power culture, their success might be achieved at low attitude and
significant turnover as individuals fail or choose out of the competitive situation.
Performing in such workplaces needs individuals understanding what is required
of them by those in positions of authority and performing appropriately.
Individuals who have the power to make decisions are given specific rights at
work. They are the most influential individuals at work and make the majority of
the decisions.
 At JKH Owner, CEO, Head Manager and supervisors hold a higher position
in the organization and these individuals are only responsible for the company's
key decision-making authority. As a result, those who have been authorized are
free to make any decisions in the JKH. In this way, an individual may more
simply impact others and fulfill his efficiently.
 Therefore, having the right individual with the power to make the proper decision
helps in reducing the delay time in making wrong decisions that affect the
organization operation.
Work Performance
When they work as a group, they are able to expand their thinking and look at
challenges from several aspects. They can do activities that an individual cannot
achieve and combine a variety of skills in a team work.
NILAKSHAN RAJASEKARAN / NH85246 10 | P a g e

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JKH teams together could be better creative and engaged toward company goals,
as well as helping them in decision-making and problem-solving. This has the
potential to turn any JKH bad employee into a great one as well as groups.
Employee behavior may change when a strong leader leads the entire teamwork
performance. When used positively, power culture helped employees in achieving
high levels of teamwork, thereby enhancing the organization's good picture but when
it is used badly, it harms the brand name and the workplace. Within a company, JKH
particular powerful leaders is always identified and bonded with team members so
that everyone feels good about being a part of the teamwork. This will lead
organization's overall success.

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B) Organizational Power
Organizational power refers to your ability to influence behavior of another
stakeholder in your company. It's their job to tell employees what they do to help the
company succeed. Power gives to the organization's feeling of vision.
The 5 bases of power
Figure 5 - The 5 bases of power
In John Keels, reward power has been a great tool for motivating and satisfying
employees and improve, as follows:
a) Reward power
The team members must recognize that leader has full rights to higher authority
and, as a result, can grant rewards. Rewards are often good motivations in
companies such as Salary increases, bonuses, time off, promotions, or good
figure are common forms of compensation. (Erin Eatough, 2021)
Reward power at John keels

At JKH, both managers and employees forming a good connected relationships
in their lives which will motivate all individual where they perform very well, so that
JKH gives equal rights to all employees to use their reward power frequently, that
inspires them to improve their performance in addition to attain both financial and
non-financial rewards.

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Financial and non-financial incentives given at JKH are as follows;
 Financial reward
John Keels provides a financial incentive to hardworking employees as a reward-
based strategy. They are;
 Bonus - At JKH, bonuses will be distributed as soon as possible when any
employee achieves a major goal that the manager expects and also for
his/her good performance.
 Retirement benefits - Employees with more than 5 years of service will be

paid half a month's final drawn wage when they retire.
 Profit sharing - Employees at JKH are occasionally awarded a share of the

company's profits. This encourages workers properly and offer their all-in
order to boost the company's revenues.
 EPF and ETF benefits
 Non - Financial reward

 Promotion
 Recognition
 worker compensation
 Promote health and safety
 Training Programs
Impact of organizational Power on individual and teamwork

performance
Individual
John Keels gives New Year bonuses and profit shares on a yearly and they also
pay commissions under the John Keels plantations and Property Company. As a
result, all individual workers are actually happier, and they are more prepared to
interact and be connected with the company at certain situations. JKH keeps an
eye on a "top performer" in every department, an individual who gets their trust by
working hard and following their project tasks; once these are completed, they will be
rewarded.
Example -: When employees meet a target, achieve a key number, or perform

something properly, JKH managers award them a particular number of points

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or stars. Employees are rewarded when they hit certain point goals. When
employees are rewarded at this kind of instance, they feel like they trust and
supported whenever they work on whatever the department role they provided.
Example -: JKH gives freedom and treats everyone equally, they rewarded an
option for one of employees being a leader/trainee so that they can recognize
about and be skillful about every aspect of JKH, and themselves will
characterize "what they are doing," "how they going to do," and "their current
responsibility" as a leader.
Work Performance
Observing how best performers challenge their task might help the team's entire
skill set grow as individuals work together to progress. JKH reward management
system benefits them in forming good connected relationships in an equal way
in their lives which will motivate all individual and team member in a high level.
Employees are recognized their abilities in both individual and team work
performance. Managers who encourage teamwork also create a good environment
that promotes friendship and satisfaction. These bonds motivate employees and
provide for team work performance and support that boosts business outcomes.
Example -: In JKH, a good example is rewarding a member of the sales team

when they produce the highest sales in a specific JKH department, and the
JKH best sales team will be advanced to the present position into a next level
and receive a pay increase. This process can support them which increase the
influence on Work Performance.

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C) Organizational Politics
According to (Jarrett, 2017) Organizational politics involves a set of actions involving
the use of influence methods to advance individual goals. It shows that individuals
with political abilities do better than their simple-minded peers in terms of
establishing personal power, controlling stress, and meeting job demands.
This can have a good and bad impact on an organization's politics. Every
organization must deal with organizational politics. This can help both employees
and management. It includes the use of power and social connections within the
workplace to effect changes that benefit the company. (Anon., 2022)
Positive Effect of Organizational politics
Figure 6 - Importance of Organizational Politics
Negative Effect of Organizational politics
Employees active in organizational politics are usually concerned with something

else. Employees may not even supply the goods and services that the
organization requires. In a business, a lack of focus can lead to various mistakes. In
situation, employees who join in organizational politics have a chance to harm the
good name of their coworkers.
Organizational politics can create a negative work environment. Employees will be

hard to work in peace. Negative workplaces will contribute to the company's high
turnover rates. Employees may have a bad attitude toward their jobs, their bosses,
or even their own bosses.

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At JKH;
Both positive and negative politics are presented at JKH. Positive political behavior
can boost the company spirit whereas negative politics employee views of job
satisfaction, organizational responsibility and productivity are all harmed by negative
effects on organizational outcomes.
JKH supervisors, on the other hand, are extremely strict and carefully watch every
individual employee's performance, which allows to handle all employees fairly.
This is because they have very good connectivity between them. The manager is
working hard to try to protect employees from the negative effects of politics at a
greater level.
Impact of organizational Politics on individual and teamwork

performance
Individual
JKH's top management will not involve in a lot of political moves and will instead
reward employees based on skills. Individuals will be more motivated and satisfied
as a result of this. Individuals will perform well in the organization and remain true to
JKH.
Employees would turn negative and fail to take in the company for a longer period of
time when supervisors encourage favoritism. At this instance, JKH higher
mangers won’t promote favoritism as they treat everyone in equal manner.
Work performance
When team members work hard for the organization but is not rewarded. This will
demotivate the company's employees among them and will may fall in conflict. In
reality, individuals and team lack of interest and join in non-business activity.
Politics raises employee stress levels in a teamwork situation. Individuals are not
machines able to work for 8-9 hours without connecting with others. It is good to
have workmate friends who can help them when necessary.
JKH has reduced employee politics by treating all employees equally.

Employee performance improved when JKH's politics were removed.

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LO 2
Task 03
1. Motivation
Motivation in the workplace, builds desire and also inspires employees to make the
most of their skills. Motivation comes from the term motive, which means needs,
wishes, desires, or tells within humans. It's the act of motivating individuals to take
act in order to increase demand. Motivating employees boosts their confidence,
enhances their work efficiency, maintains their loyalty, and lowers levels of
absenteeism. It enhances the organization's image and, as a result, attracts qualified
individuals. (Anon., 2021).
Content Theories
 Motivation theories that focus on the quality of what inspires people in the
workplace. Maslow's hierarchy of requirements, Alderfer's ERG model,
Herzberg's two-factor model, and McClelland's want for success, affiliation,
and power are all examples of content theories. (Oxford University Press, 2019)
Methods of motivation in “content Theory”
a) Maslow's hierarchy of needs
Figure 7 - Maslow’s Hierarchy of Needs
Maslow's hierarchy of needs is a psychological motivational theory that consists of a

5 process of human wants, which is commonly shown as pyramid with five levels.
Knowing what people require-and how those requirements differ-is key to good
management. If a lower need is not satisfied, the higher wants can be avoided.
(Anon., n.d.)
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5 needs are;
 Physiological - Human survival needs are described as the standard of human

needs. At this level, a person's motivation comes from their need to survive.
 Safety - This creates quality and security in our lives. If a person does not feel
safe in a situation, they will receive help before having to reach greater needs.
 Social - when social needs aren't met, mental and physical health issues may
arise. It is able to meet social needs, for most persons, in order to keep welfare
and life quality.
 Esteem - These needs reflect our desires for worth, self-esteem, and a
belongingness.
 Self-actualization - This shows our best goals, which push us to reach our 'best
image' and reach our full potential.
Maslow's hierarchy of needs at JKH
Employees' physiological needs served at JKH by providing basic needs such as a

good salary and enough comfortable requirements. They provided with food and
transportation (which will be offered to individuals who have difficulties). In safety
needs, JKH offer medical benefits to employees who have health problems, as well
as a great deal of financial security by offering a pension to its employees, which
keeps them motivated. When an individual is advanced from their basic position to
a higher one, their salary will increase as well. In social Needs Employees' social
needs are satisfied by the formation of strong connections between managers
and employees, as well as team work that develops a feel of trust. Every employee
is treated equally at JKH. In Esteem needs, JKH provides opportunities to develop
duties, such as assigning staff to different " Training Programs" and rewarding the
best performer on that activity, which will be seen by the manager. Employees will
have a good respect for their bosses, and their relationship between them will
improve. by this instance. Employees at JKH receive prizes, raises in income,
and promotions, all of which influence to their self-actualization needs.
b) Fredrick Herzberg’s Two Factor Theory
Figure 8 - Fredrick Herzberg

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This theory works on influencing employee motivation when individual

requirements are identified and met. This theory focuses the need of employee
motivation since motivated individuals will give more to the success of the company.
Motivators - Intrinsic factors that rise to job happiness are known as motivators.
 Recognition, Achievement, Personal Development, Challenging/stimulating

Work, Chance for Advancement, Responsibility, Promotion
Hygiene Factors - This is extrinsic and only slows job unhappiness, not always
leading to motivation or satisfaction.
 Employment status Job stability, Salary, pay, and other benefits, Supervision
quality, Policies
Fredrick Herzberg Theory at John keels
Motivational factors at JKH

The organization has created an effective Learning Management System to help
employees learn and develop by providing training and learning solutions.
Annual awards ceremonies, such as the Chairman's Award, Worker of the Year,
Champion of the Year, and so on, are held to celebrate employee benefits,
efficiency, and volunteerism. (Silva, 2020)
Hygiene Factors at JKH

In cooperation with authorities and security experts, security measures were
approved and improved across the JKH organization. As a result, it is clear that
improving employee security can be classified as a Hygiene Factors. They work in
an environment that allows them to maintain a healthy work-life unity. (Silva,
2020)
Motivational factors at JKH Hygiene Factors at JKH

They advance in their careers based on their They perform in a comfortable workplace with a
achievements. manager that is not extremely serious with their
staff.

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There is a lot of training supplied to them so Employees would have employment security after
that employees can progress and achieve they have completed their training.
effectively for the company.
Employees have the right to keep their Salary is determined by their level of expertise,
employment designations. experience, and talent.
Workers are provided jobs and duties based Employees perform in a workplace that allows
on their roles. them to maintain a healthy work-life balance.
Table 1 - Fredrick Herzberg Theory at John keels
Process Theories
Motivational process theories work on the "how" of motivation. This is more about
focus on what people want, these theories concentrate on the psychological and
behavioral activities that humans engage in. Knowing these processes allows us to
know the acts, connections, and situations that motivate people's activities. (The
World of Work Project Logo, 2020)
Examples of process Theories -: Adam’s Equity Theory, Skinner’s reinforcement

Theory, Vroom’s Expectancy Theory and Goal Setting Theory
a) Adam’s Equity Theory
Figure 9 - Adam’s Equity Theory

(Anon., n.d.)
In 1963, John Stacey Adams proposed the Adams Equity Theory It's about proving
the right balance between an employee's input (effort) and the return (output).
Hard effort, talents, and excitement are examples of input. Salary, recognition,
and duty are all examples of output.

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A good balance of input and output shows that staff are inspired, which raises work.
Knowing how the theory work is key. This can help in the creation of a successful
company system in which individuals are able to do their jobs with purpose and
passion daily. (Anon., 2013-2022).
Adam’s Equity Theory at JKH
Employees at John Keels Holdings PLC play a key position in promoting the
company's leadership and achievement system, inspiring a high level of employee
involvement through performance improvements management, constant feedback,
successful employee engagement, empowerment, and continued to develop
communication.
This shows the organization's increased sense of belonging and fair and equal
behavior. Therefore, it is true that employees' equal support to feedback can be
defined as an active practice under equity theory. (Silva, 2020)
If JKH's performance meets the manager's expectations, he will be rewarded, but in

case employees who see a gap between themselves and their coworkers are likely
to become demotivated and dissatisfied.
Example -: If an employee sees that a coworker is paid more for the same amount
of work, it may cause dissatisfaction.
b) Vroom’s Expectancy Theory

According to Vroom's Expectancy Theory, an employee should think the task is
possible before they will put up the effort. It is based on the idea that ones will prefer
pleasure over pain. The theory is based on the idea that if an employee values the
result, they are more motivated to get it. The more work people put in to success, the
more likely they are to be rewarded.
Expectancy Theory uses 3 factors: Expectancy, Instrumentality, and Valence.
Figure 10 - Vroom's Expectancy Theory

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(Channell, 2021)
He used a formula to show his expectancy theory:
Motivation (M) = Instrumentality (I) x Expectancy (E) x Valence (V)
Vroom's Expectancy Theory at JKH
Expectation theory is used by JKH to push employees to fulfill clear, objective, and
accurate targets. Employees try to motivate the employee in order to receive the
wanted rewards. JKH cares about each of its employees and wants to offer them
with a good working environment.
Even though rewards are not what the employees want, this can help them perform
much better. By watching the employee's responsibility to improve the company's
management more efficient, JKH can confidently tell that the employee can reach
the target performance level. JKH managers support with employees to form great
friendships and to see the features and advantages make each person happy. They
discussed it and awarded the person based on their needs. (JOHN KEELLS
HOLDINGS PLC, 2019/20) (Anon., 2019/20).
1. Influence of Motivational Theories the Behavior, work Performance and

Social Life of Employees at JKH
a) Employee behavior
Employee behavior is known as an employee's response to a specific workplace
environment. Employees must behave properly at work not only to win others'
gratitude, but also to create a workplace. Workplace rules and regulations must be
followed. Employee behavior in the workplace is a key aspect that influences the
overall work experience. Employees that act positively at work increase the team's
and individual's work performance. (Managementstudyguide, 2021) . (Bianca, n.d.)
 At JKH, according to Vroom's Expectancy Theory, Valence comes at the JKH,

where employees are paid depending on their performance. As a result, if
valence is strong, motivation is also high. Expectancy focuses on future result of

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a performance, whereas instrumentality applies to the fact that outcomes are
linked to it.
Ex-: JKH gives chances for employees to advance their careers by appointing
them to different "Training Programs" and rewarding the "best performance of
the year" in that task, in which manager will notice. Employees will get a
higher regard for their managers, and their working relationship will grow. in
this case Employees at JKH are rewarded with gifts, raises in pay, and
promotions, all of which have an impact on their behavior.
According to Herzberg theory, Motivational factors are need for job satisfaction to

grow.
 Example at JKH -:
Motivational Factors -: JKH individual employees enjoy having provided the duty
and power to make decisions because it gives them a feeling of satisfaction. JKH
managers observing a tough situation being completed on time, facing a task
challenge, or noticing positive results from one's effort which influences employee
behavior. Employees positively at work will increase the team's and individual's
work performance.
Hygiene Factors -: This will not motivate, but it will help to reduce unhappiness if
done correctly. They can only cause dissatisfaction if they are not present or are
misused.
Example of Interpersonal Relations at JKH -: Employees at JKH have a strong

bond with their partners, supervisors, and other employees, which is completely fair.
As a result, there is no fighting or disgrace in the JKH. Employee behavior rises as
a result of good interpersonal connection. Employee behaviors like job
satisfaction, responsibility can all benefit from this.
b) Work Performance
Work performance means to how well individual does their job, role, task, or duty.
Most motivated employees are able to deal hard, which boosts their work efficiency
while reaching the organization's goals. Employees must be pushed to take a greater
motivation and to put up greater effort in carrying out their responsibilities effectively.
(SARKER, 2016).
Companies may be put in a dangerous position if they don't have a motivated
workforce. Employees who are motivated are more productive and help an
organization target. (R, 2022)
JKH pays well and rewards its employees, and it builds confidence of trust
and respect. JKH handled its employees' performance with care, and the
company gives a rewarding workplace, including medical benefits and health

BM 33
insurance for all employees who work with them. This can influence employee
work performance at JKH company.
According to Herzberg’s Two Factor Theory, JKH feels that the motivators
identified in Herzberg's two-factor theory can help employees be satisfied. JKH
management uses good reward system such as, Employee of the Year, Champion
of the Year, and Chairman's Awards are all given out annually, Best of the Best
Competition Awards / BRAVO Awards for excellent growth and career
development opportunities to motivate employees work Performance. (John Keells
Office Automation, 2018).
JKH is always looking for ways to improve employee job happiness as well as work
performance. This work shows when individuals are motivated, they behave well at
work, which guides JKH in achieving its aims.
c) Social Life
In instance, if people are motivated, they will attend on work tasks and reach positive
outcomes, such as having benefits and social status in their job and receiving
happiness from goal achievement. If all managers can motivate their staff to
complete their tasks, their social life will improve. Whenever an organization
successfully implements motivational theories, it has a clear positive effect on
employees' social lives. Employees and managers need to understand the value of
social life of all individual employees at work.
The management at John Keels is regularly focusing on trying to improve the

working environment for their employees. Here are a few examples:
 organizing Training and medical Programs

 worker compensation (medical benefit
 Promote health and safety
 Organizing a family vacation/ yearly trip for the employees
 Promotions, recognition and rewards
According to Maslow's hierarchy, the above-mentioned instances come under

"self-actualization of needs," which has an influence on employee social life at
JKH organization. Employees who are self-actualized will feel motivated and
respected, which increases productivity in their social lives.

BM 33
Summarize on Culture, power and politics

a. Organization Culture
Everyone in organizational culture must share their values and beliefs. Employees
that feel respected and have the ability to make decisions better perform in the JKH
culture. Employees at JKH appreciate their teammates, and employees consider
they are a part of the company culture and perform better to fulfill the organizations
objectives. When employees feel that they are a part of culture, they form good
connections with their employers.
Knowing the Hofstede model will help managers find problems that arise from
cultural issues, where JKH treats all employees fairly and focuses on employee
values in both comfortable and uncomfortable situations, which improves the JKH
organizational culture.

BM 33
b. Organizational Power
At JKH, Managers use their power frequently, that inspires them to improve their
performance in addition to attain both financial and non-financial rewards.
Employees like it when their efforts are acknowledged. Employees can feel
recognized when they have reward power in a reasonable way. These can motivate
employees to be more productive, and having casual management
sessions/programs will allow employees to really get to recognize one another and
express their opinions.
c. Organizational Politics
Politics reduces an individual's output, which has an impact on the organization’s

success. People who engage in workplace politics, according to popular belief, pay
less attention to the task. The research on organizational politics indicates how
people with political abilities are more likely to increase their power and manage
pressure and work regulations, which affect the organization's performance.
( Management Study Guide Content Team, 2022)
JKH covers both positive and negative politics. Positive political behavior can
increase company morale, but poor political behavior can impact employee
perceptions of job satisfaction, organizational responsibility, and organizational work
performance.
JKH supervisors, on the other hand, are highly strict and hardworking in their
supervision of each individual employee's performance, allowing them to treat all
employees fairly. This is due to their excellent communication. The manager is
trying hard to safeguard staff from the bad impacts of higher-level politics.
Reflection Report
The OB Project is useful because it explains why people are motivated and
successful by analyzing business interactions. I gained good knowledge of how
organizational culture, politics, power, and motivational theories influence an
individual and their work performance.
My project is based on the John Keels Organization, which is the largest listed
company in Sri Lanka. Working on this OB project has given me the opportunity to
learn more about John Keels' company. It was a little challenging for me to link main
points for the company, but the lecturer and my teammates were there to help me
out when I needed it.

BM 33
Since the information needed for my project is not clearly mentioned in the JKH
annual report, I contacted one of my friends' brothers for the information I needed,
which made this research a bit easier.
We had WhatsApp discussions to talk our ideas and challenges, and I finally done
the OB project with the help of my partners.
Finally, we deliver the best forum presentation.
My communication skills have improved as a result of this team project. Sharing our
thoughts, actually listening, and using questions to understand others' perspectives
were some of the communication skills we were able to practice. I hope this
improvement will support me to do a better project in team work in the near future.
Recommendation
 Organizational Culture - However, John Keels Holdings remained number one
in Business today's top twenty-five, and they can develop their business strategy
if they follow and execute within the company by organization culture. This
improves the situation stage and improves efficiency. It also improves teams in
overcoming difficulty.
JKH having a good knowledge of their organizational culture according to

Charles Handy and Hofsted model, however I would recommend few

BM 33
improvements to be made where it improves the situation stage and improves
efficiency in organization culture. It's as follows:
 Should have effective communication barriers.

 Regularly provide feedback!
 Social Learning Must Be Encouraged!
 Employee Wellbeing Should Be Protected
 Organizational Power - Although employees are much satisfied with the reward
management where JKH Company offering good priority to encourage them, I
think in my personal opinion, if they properly involved in expert, legitimate and
referent power in a better way, then the result also would be far better because
Expert power promotes creative and talented leaders in an area, allowing a
team to function more successfully and when employees in the organization
recognize the individual's authority, they gain more power by legitimate power
and referent power can bring teammates together and increase productivity
and motivate employees to fight toward an objective.
If JKH follows the above guidelines, an individual employee's performance as well

as work performance will increase, which will lead the workplace to meet the
appropriate goals.

BM 33
References
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[Online]
Available at: https://www.managementstudyguide.com/effect-of-politics.htm
[Accessed 22 April 2022].
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Available at: https://gothamculture.com/what-is-organizational-culture-definition/
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Available at: https://www.toolshero.com/psychology/adams-equity-theory/#:~:text=What%20is
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Anon., n.d. Maslow’s Hierarchy of Needs. [Online]

Available at: https://courses.lumenlearning.com/wm-introductiontobusiness/chapter/maslows-
hierarchy-of-needs/#:~:text=Maslow's%20hierarchy%20of%20needs%20is%20relevant%20to

BM 33
%20organizational%20theory%20because,important%20part%20of%20effective%20management.
Anon., n.d. Organizational Behavior: Definition, Importance, Nature, Model. [Online]

Available at: https://www.iedunote.com/organizational-behavior#:~:text=Organizational
%20behavior%20is%20the%20study,%2C%20motivation%2C%20leadership%2C%20etc.
[Accessed 7 June 2022].
Bianca, A., n.d. How Does Employee Motivation Impact Organizational Performance?. [Online]
Available at: https://yourbusiness.azcentral.com/employee-motivation-impact-organizational-
performance-1623.html
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[Online]
Available at: https://www.tsw.co.uk/blog/leadership-and-management/vrooms-expectancy-
theory/#:~:text=According%20to%20Vroom's%20Expectancy%20Theory,of%20the%20bonus
%20(Expectancy).
Erin Eatough, P., 2021. Reward power in the workplace and how to motivate employees. [Online]
Available at: https://www.betterup.com/blog/reward-power#:~:text=Reward%20power%20is
%20the%20formal,incentivizes%20higher%20performance%20from%20employees.
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Available at: https://hbr.org/2017/04/the-4-types-of-organizational-politics
JOHN KEELLS , 2019/20. JOHN KEELLS PLC ANNUAL REPORT 2019/20. [Online]
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Available at: https://www.managementstudyguide.com/employee-behaviour.htm

BM 33
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Unit 12 / ORGANIZATIONAL BEHAVIOR

NILAKSHAN RAJASEKARAN / NH85246 1|Page

NILAKSHAN RAJASEKARAN / NH85246 2|Page

NILAKSHAN RAJASEKARAN / NH85246 3|Page

Introduction to organizational behavior

Introduction to the organization

John Keels Holdings is Sri Lanka's largest company, owning approximately 70

JKH obtained a listing on the Colombo Stock

NILAKSHAN RAJASEKARAN / NH85246 4|Page

Vision - To be known around the world as the top produce broker.

Value - Adaptability, Enhancement, Aspiration

Types of organizational culture

Figure 3 - Charles Handy’s Model

NILAKSHAN RAJASEKARAN / NH85246 6|Page

NILAKSHAN RAJASEKARAN / NH85246 7|Page

Figure 4 - Three Culture Level

NILAKSHAN RAJASEKARAN / NH85246 8|Page

Hofstede’s cultural dimension

 Individualism vs. Collectivism

 Masculinity vs. Feminist

 Low uncertainty avoidance vs. high uncertainty avoidance

 Short term orientation vs. long term orientation

NILAKSHAN RAJASEKARAN / NH85246 9|Page

Impact of organizational culture on individual and teamwork

NILAKSHAN RAJASEKARAN / NH85246 10 | P a g e

NILAKSHAN RAJASEKARAN / NH85246 11 | P a g e

The 5 bases of power

Figure 5 - The 5 bases of power

Reward power at John keels

NILAKSHAN RAJASEKARAN / NH85246 12 | P a g e

Financial and non-financial incentives given at JKH are as follows;

 Retirement benefits - Employees with more than 5 years of service will be

 Profit sharing - Employees at JKH are occasionally awarded a share of the

 EPF and ETF benefits

 Non - Financial reward

Impact of organizational Power on individual and teamwork

Example -: When employees meet a target, achieve a key number, or perform

NILAKSHAN RAJASEKARAN / NH85246 13 | P a g e

Example -: In JKH, a good example is rewarding a member of the sales team

NILAKSHAN RAJASEKARAN / NH85246 14 | P a g e

Positive Effect of Organizational politics

Figure 6 - Importance of Organizational Politics

Negative Effect of Organizational politics

Employees active in organizational politics are usually concerned with something

Organizational politics can create a negative work environment. Employees will be

NILAKSHAN RAJASEKARAN / NH85246 15 | P a g e

Impact of organizational Politics on individual and teamwork

JKH has reduced employee politics by treating all employees equally.

NILAKSHAN RAJASEKARAN / NH85246 16 | P a g e

Methods of motivation in “content Theory”

a) Maslow's hierarchy of needs

Figure 7 - Maslow’s Hierarchy of Needs

Maslow's hierarchy of needs is a psychological motivational theory that consists of a

 Physiological - Human survival needs are described as the standard of human

Maslow's hierarchy of needs at JKH

Employees' physiological needs served at JKH by providing basic needs such as a

b) Fredrick Herzberg’s Two Factor Theory

NILAKSHAN RAJASEKARAN / NH85246 18 | P a g e

Figure 8 - Fredrick Herzberg

This theory works on influencing employee motivation when individual

 Recognition, Achievement, Personal Development, Challenging/stimulating

Fredrick Herzberg Theory at John keels