ORGB 300 - Organizational Behavior Written Case Assignments

ORGB 300 - ORGANIZATIONAL BEHAVIOR Written Case Assignmentspring 2015th

Analyze the case study of "Reenergizing Employees After a Downsizing," focusing on four key questions related to justice, ethics, motivation, and employee involvement. Support your responses with relevant concepts and theories from Chapters 2, 3, 5, and 6, and cite at least five external credible sources beyond the textbook and lecture slides.

Paper For Above instruction

The case of "Reenergizing Employees After a Downsizing" presents a complex scenario in organizational behavior, emphasizing the importance of justice, ethics, motivation, and employee participation during times of significant organizational change. As the editor-in-chief, Andrea faces the challenge of maintaining morale and commitment amidst layoffs and restructuring within the declining newspaper industry. Addressing the four questions requires integrating theories from organizational justice, motivation, and ethical decision-making to develop effective strategies that foster trust, engagement, and motivation among staff members.

Question 1: Justice Dimensions and Ethical Communication

In the scenario of the morning briefing, the predominant justice dimension that Andrea should consider is informational justice, which pertains to providing transparent and truthful communication about organizational decisions (Colquitt et al., 2013). Informational justice fosters trust and reduces uncertainty, which is crucial after layoffs that threaten employees' perceptions of fairness and organizational support (Greenberg, 1990). Being honest and informative about the reasons behind downsizing and future organizational changes demonstrates integrity and respects employees' need for clarity—an essential aspect of ethical leadership (Brown & Treviño, 2006).

Conversely, withholding information or providing guarded responses can be viewed as a form of procedural or interpersonal injustice, which can undermine trust and morale (Lind & Tyler, 1988). Ethically, Andrea has a duty to uphold honesty and transparency. The social exchange theory emphasizes that fair treatment engenders reciprocal commitment from employees, fostering organizational citizenship behavior (Blau, 1964). Thus, transparent communication aligns with ethical principles of honesty and respect, which are foundational to effective leadership. The risks of being guarded include skepticism, decreased trust, and disengagement, whereas openness demonstrates respect and fosters a cooperative atmosphere during turbulent times.

Question 2: Compensation Strategies and Ethical Implications

When advising Andrea on the usage of the bigger compensation budget, a balanced approach is recommended. Rather than short-term retention bonuses or permanent raises alone, it would be ethically sound to allocate funds towards restructuring work roles and providing support for those with increased workloads (Greenberg & Cotton, 2014). A comprehensive strategy might include offering temporary bonuses to stabilize morale while implementing longer-term solutions like skill development, career progression opportunities, and fair workload distribution (Deci & Ryan, 2000).

From an ethical standpoint, supporting staff through equitable compensation and workload management aligns with the principles of justice and beneficence (Beauchamp & Childress, 2013). Providing permanent raises to those taking on additional responsibilities can also serve to recognize their contributions and mitigate feelings of inequity, thereby reinforcing organizational commitment (Meyer & Allen, 1991). Ethical considerations involve fairness, transparency, and honoring commitments, particularly when resources are constrained but shared in a way that prioritizes employee well-being and organizational integrity.

Question 3: Motivation Theories and Job Satisfaction Post-Downsizing

Andrea can leverage motivation theories such as Herzberg's Two-Factor Theory and Self-Determination Theory to enhance job satisfaction in the reorganized structure. Herzberg emphasizes motivators like achievement, recognition, and the work itself, which can be reinstated by redesigning jobs to include meaningful tasks and autonomy (Herzberg, 1966). Self-Determination Theory advocates for fostering competence, autonomy, and relatedness, which can be achieved by involving staff in decision-making and providing opportunities for skill development (Deci & Ryan, 1985).

To give new jobs higher satisfaction potential, Andrea should focus on job enrichment—expanding roles to include varied and meaningful tasks, and encouraging employee participation in shaping their responsibilities (Hackman & Oldham, 1976). Recognizing individual strengths and aligning tasks with personal interests can enhance intrinsic motivation and reduce the negative effects of downsizing (Gagné & Deci, 2005). A strategic combination of role redesign, participative decision-making, and recognition can restore purpose and satisfaction to their roles, even in a leaner structure.

Question 4: Employee Voice and Input During Transition

Providing employees with voice and input is vital for developing a sense of ownership and trust during organizational changes. Participative decision-making, supported by voice theories, can improve commitment, morale, and innovation (Brockner & Siegel, 1996). However, over-involving staff without clear direction can lead to confusion or conflicting ideas, potentially delaying decisions and undermining leadership authority (Vroom & Jago, 1988).

To mitigate these dangers, Andrea should establish structured channels for input—such as focus groups or suggestion systems—and clarify the scope and purpose of employee contributions (Likert, 1961). Ensuring transparent communication about how feedback influences decisions helps manage expectations and prevent misalignment. Encouraging open dialogue while maintaining clear leadership boundaries balances employee involvement with organizational coherence, ultimately strengthening trust and engagement (Morrison & Milliken, 2000).

Conclusion

Addressing the challenges faced by Andrea in the "Reenergizing Employees After a Downsizing" case requires a strategic integration of justice, ethical communication, motivation, and employee participation principles grounded in organizational behavior theories. Transparent, ethical practices foster trust and loyalty; equitable and meaningful compensation strategies support resilience; job redesign can revitalize job satisfaction; and thoughtful involvement channels enhance commitment. Together, these approaches create a foundation for organizational renewal amidst turbulent times, ensuring the long-term sustainability of the newspaper and its workforce.

References

  • Beauchamp, T. L., & Childress, J. F. (2013). Principles of Biomedical Ethics. Oxford University Press.
  • Blau, P. M. (1964). Exchange and power in social life. John Wiley & Sons.
  • Brockner, J., & Siegel, P. H. (1996). Responding to injustice: An experimental investigation of justice principles and procedural justice. Organizational Behavior and Human Decision Processes, 65(2), 168-184.
  • Greenberg, J. (1990). Organizational Justice: Yesterday, Today, and Tomorrow. Journal of Management, 16(2), 399-356.
  • Gagné, M., & Deci, E. L. (2005). Self-determination theory and work motivation. Journal of Organizational Behavior, 26(4), 331-362.
  • Hackman, J. R., & Oldham, G. R. (1976). Motivation through the design of work: Test of a theory. Organizational Behavior and Human Performance, 16(2), 250-279.
  • Herzberg, F. (1966). Work and the Nature of Man. World Publishing Company.
  • Lind, E. A., & Tyler, T. R. (1988). The Social Psychology of Procedural Justice. Plenum Press.
  • Meyer, J. P., & Allen, N. J. (1991). A three-component conceptualization of organizational commitment. Human Resource Management Review, 1(1), 61–89.
  • Deci, E. L., & Ryan, R. M. (1985). Intrinsic motivation and self-determination in human behavior. Springer Science & Business Media.

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