Final Paper Project: Problem Solving

Final Paper Project: Problem Solving The project presents an opportunit

The assignment requires analyzing two recent organizational problems—specifically related to job performance or organizational commitment—and applying course concepts to diagnose underlying causes. The paper should include a description of the organization, identification and analysis of the two problems, application of relevant organizational behavior theories, and development of two actionable recommendations for each problem. The analysis should be based on primary and secondary sources, and the paper must adhere to APA formatting, including a cover page, an abstract, in-text citations, and a reference page with at least two sources, one being the course textbook. Additionally, a PowerPoint presentation summarizing key findings and recommendations is required, with slides including the organization’s name, mission/vision, identified problems, and proposed solutions.

Paper For Above instruction

Introduction

The organization selected for this analysis is a mid-sized retail company, FreshMarket, which specializes in organic and locally sourced foods. FreshMarket's mission is to promote healthy living by providing high-quality organic products to its community, and its vision is to become the leading sustainable grocery chain nationwide. Despite its mission and vision, the organization faces notable challenges related to employee job performance and organizational commitment, which threaten its ongoing success and customer satisfaction.

Identification of Problems

The first problem concerns high employee turnover rates, which impact service quality and operational efficiency. Employees often cite lack of engagement and perceived limited career growth opportunities as reasons for leaving. The second problem involves low organizational commitment, evidenced by decreased employee morale and a decline in discretionary effort, which ultimately affects customer experience and organizational reputation. These issues are interconnected, as low commitment can lead to higher turnover, creating a cycle of organizational instability.

Application of Course Concepts

Understanding these issues requires applying concepts such as motivation theories—like Maslow’s Hierarchy of Needs and Herzberg’s Two-Factor Theory—to understand employee dissatisfaction. Maslow's theory suggests that unmet psychological and safety needs may be driving turnover and low commitment, while Herzberg's theory differentiates between hygiene factors (work environment, job security) and motivators (recognition, growth opportunities). Additionally, organizational culture and leadership styles, especially transformational leadership, play critical roles in fostering or undermining commitment. According to Schein's Organizational Culture Model, a misaligned culture can diminish employees' sense of belonging and purpose, leading to disengagement.

Recommendations

To address high turnover, the organization should enhance recognition programs and provide clearer career development pathways, aligning with Herzberg’s motivators to increase job satisfaction. Implementing regular feedback mechanisms and employee development initiatives can satisfy higher-level psychological needs, thus reducing turnover.

To improve organizational commitment, FreshMarket should foster a supportive organizational culture through transformational leadership practices that inspire shared vision and values. Leaders should engage employees in decision-making processes and communicate a compelling vision aligned with their personal and organizational goals, reinforcing commitment.

Furthermore, improving work environment hygiene factors—such as ensuring fair policies, job security, and a positive workplace climate—can mitigate dissatisfaction. Conducting engagement surveys and acting upon feedback will further serve to create a more committed workforce, ultimately improving overall organizational functioning.

Conclusion

Addressing the cyclical issues of high turnover and low commitment requires a strategic, theory-informed approach. By focusing on motivational drivers and cultivating a positive organizational culture led by transformational leadership, FreshMarket can enhance employee retention and commitment, fostering sustainable organizational growth aligned with its mission and vision.

References

  • Robbins, S. P., & Judge, T. A. (2019). Organizational Behavior (18th ed.). Pearson.
  • Schein, E. H. (2010). Organizational Culture and Leadership (4th ed.). Jossey-Bass.
  • Herzberg, F., Mausner, B., & Snyderman, B. B. (1959). The motivation to work. John Wiley & Sons.
  • Maslow, A. H. (1943). A theory of human motivation. Psychological Review, 50(4), 370-396.
  • Northouse, P. G. (2018). Leadership: Theory and Practice (8th ed.). Sage Publications.
  • Kaplan, R. S., & Norton, D. P. (2004). The balanced scorecard: Measures that drive performance. Harvard Business Review, 82(7-8), 172-180.
  • Podsakoff, P. M., MacKenzie, S. B., Paine, J. B., & Bachrach, D. G. (2000). Organizational Citizenship Behavior: A critical review of the antecedents, antecedents, and consequences. Journal of Management, 26(3), 513–563.
  • Cameron, K. S., & Quinn, R. E. (2011). Diagnosing and Changing Organizational Culture. Jossey-Bass.
  • Goleman, D. (2000). Leadership that gets results. Harvard Business Review, 78(2), 78-90.
  • Bloom, N., Lemos, R., & Sadun, R. (2018). Culture, organization, and performance: Evidence from UK firms and firms in the US. Management Science, 64(12), 5870-5888.

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