The Course Project Has Major Assignments Due In

The Course Project Has Major Assignments That Will Be Due Inweeks 3and

The course project has major assignments that will be due in Weeks 3 and 5. It will take more than a week’s effort to adequately complete them. Plan time to start the research and other work for those assignments earlier than the week in which they are due. Your course project is to identify potential organizational behavior problems and recommend solutions for an organization with which you are familiar. All your weekly, written papers will be course project tasks.

Early in Week 1, identify an organization you would be interested in studying. You will investigate the organizational behavior in this organization and research best practice solutions for any problems you observe. You may select your own organization, the organization of a family member, or an organization that interests you. Be sure to review each week’s assignments before selecting the organization to make sure you can locate necessary information. Contact your instructor early in the week if you need advice on your organizational selection.

As much as possible, you should utilize actual research and real data for your project. Occasionally, you may fill in some details with hypothetical information. However, you are expected to provide documentation (e.g., citations) throughout your work. Each week, you will write on the topics identified in that week’s reading, so note any information you find related to any of the following topics: Systems theory, Individual behavior, Communication, Change, Conflict, Motivation, Groups and teams, Making decisions, Organizational culture, Leadership.

Week 1: Assume that the human resources department of your selected organization has received disappointing results on a job motivation survey administered to all employees at all levels. The results indicate that employees reported lower-than-industry-average job motivation, and management is concerned. Employee comments on the survey included the following: “My job is so boring!” “My boss micromanages me but never tells me how I’m doing.” “I’ve been in my position for fifteen years, but I am never allowed to provide any input about making the work better.” You have been tasked with writing a paper that reviews the theoretical perspectives relevant to the situation in your organization. In particular, you are interested in systems theory and job motivation for this week’s analysis.

Tasks

Write a paper addressing the following:

Summary

Identify the organization you select and provide a summary of it. What is it? What does it do? Cite research from a variety of sources, including the company's website, social media sites, company blogs, industry and trade sources, and other sources. The summary should include the organization’s products or services, customer or client base, areas of operation or distribution, history, main competition, and current situation (whether it is an industry leader, a start-up, or a well-established corporation).

Analysis

Analyze the factors that affect job motivation and the internal and external consequences of low job motivation. At this time, you do not need to propose any solutions. Rather, you are using scholarly literature and data (e.g., observations, discussions, events, outcomes, reports, etc.) from your organization to analyze factors and consequences related to job motivation. (Select a company of your choosing; the paper should be 3-4 pages in length, APA format, with citations, and use at least 3-4 references.)

Paper For Above instruction

The selected organization for this project is XYZ Corporation, a multinational manufacturer specializing in consumer electronics. Established in 1990, XYZ has grown from a regional startup into a global industry leader with operations across North America, Europe, and Asia. The company designs, develops, and markets a broad range of products, including smartphones, tablets, laptops, and smart home devices. Its primary customer base comprises tech-savvy consumers, retail chains, and corporate clients. XYZ’s competitive advantages include innovative technology, strong brand recognition, and extensive distribution networks, positioning it as a leader in the rapidly evolving consumer electronics industry.

Research indicates that XYZ has experienced fluctuating employee motivation levels, which directly impact productivity and innovation. The organization’s internal culture emphasizes innovation and customer satisfaction; however, recent surveys reveal significant dissatisfaction among employees, largely attributed to perceived monotony and micromanagement. This perception aligns with literature on job motivation, which highlights the importance of intrinsic motivators such as autonomy, mastery, and purpose (Deci & Ryan, 2000). Internal factors affecting motivation include leadership style, job design, and recognition; external factors encompass industry competitive pressures and technological change (Herzberg, 1966; Hackman & Oldham, 1976).

Consequences of low motivation within XYZ include decreased employee engagement, higher turnover, and reduced innovative output. Scholars note that motivation deficiencies can lead to external consequences such as diminished customer satisfaction and revenue decline (Schaufeli & Bakker, 2004). Furthermore, low morale can foster negative workplace behaviors, conflict, and a decline in organizational commitment (Organ, 1988). The internal consequences—such as reduced job satisfaction and work engagement—align with theories like expectancy theory, which connects motivation to perceived outcomes (Vroom, 1964). External consequences, including workforce instability, threaten XYZ’s competitive positioning and long-term viability.

From a systems perspective, understanding the interconnectedness of organizational components—such as leadership, communication, motivation, and culture—is vital in addressing these issues. Effective leadership that promotes autonomy and acknowledges employee contributions can enhance motivation (Bass & Avolio, 1994). Furthermore, implementing job enrichment strategies can restore intrinsic motivators by redesigning tasks to include meaningful responsibilities, thereby aligning with Herzberg’s motivator-hygiene theory (Herzberg, 1966). Addressing these factors holistically can help XYZ improve employee engagement and organizational performance.

In conclusion, the case of XYZ Corporation illustrates that low employee motivation arises from complex internal and external factors. Addressing these issues requires a comprehensive understanding rooted in organizational behavior theories, such as systems theory and motivation models. Future research and practical strategies should focus on empowering employees, improving communication, and fostering a culture of recognition to enhance motivation and organizational effectiveness.

References

• Bass, B. M., & Avolio, B. J. (1994). Improving organizational effectiveness through transformational leadership. Sage Publications.
• Deci, E. L., & Ryan, R. M. (2000). The "what" and "why" of goal pursuits: Human needs and the self-determination of behavior. Psychological Inquiry, 11(4), 227-268.
• 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.
• Organ, D. W. (1988). Organizational Citizenship Behavior: The Good Soldier Syndrome. Lexington Books.
• Schaufeli, W. B., & Bakker, A. B. (2004). Job demands, job resources, and their relationship with burnout and engagement: A multi-sample study. Journal of Organizational Behavior, 25(3), 293–315.
• Vroom, V. H. (1964). Work and motivation. Wiley.