Organizational Behavior and Employees

Organizational Behavior The author of this report has been asked to offer a brief research report relating to behavior in organizations. The proposed question is a two-parter. The first question asks the author whether an individual's behavior truly affects the behavior of others within the organization. The second question asks the author whether the organization itself is the impetus for a person's behavior changing. Just based on personal perception and opinion, the author of this report generally thinks that this is not an "either/or" question.

Rather, it is more likely a question of what ends up happening in a given instance and that the final answer could be either (or even both) of the concepts listed above. While organizational culture and presence can influence behavior, the individuals of an organization can themselves affect others in their own ways. Summary Rather than rely on anecdotal evidence and personal arguments, the author of this report is going to answer the questions above through a scholarly literature review.

When it comes to individuals affecting others, this is one of the major reasons why performance management is used and employed. While whether the person gets their job done is certainly relevant, it is also important to key in on how the employee interacts with others, how they treat others and the general influences and perceptions that are perceived by others.

For example, if a man in an office environment is prone to be loud when they speak and slam things around (even in a mild fashion) like doors and objects, the perceptions that will be levied against that employee will not be kind and the influences that will be brought to bear from that employee to others will be less than positive. As such, it would be predictable (even expected) that the employer would notice what is going on and correct the behavior.

This whole paradigm takes on a whole new light when talking about public sector employees. Indeed, that sector is much more about serving the public and tends to be more thankless than other occupations. As such, performance and attitude management of individual employees (as well as the larger whole). A point is made by many that a strong organizational culture is necessary to keep employee behaving as they should just in case they are prone to wander from a motivational or behavioral standpoint (Campbell, 2015).

When it comes to the paradigm that connects individual employee behavior and the control or influence exerted by the organization, one major question comes to the mind of at least some researchers. The question posed is whether customer stewardship and agency control are competing factors or if they complement one another. The pertinent question involved with one study was whether agency (employer) control over employee behavior was a help or a hindrance when it comes to the employee having ownership of their ability and means to help their customers.

The general finding is that a proper organizational culture is important but that employees and teams need to be given autonomy when they are doing the right thing. In terms of the group vs. individual behavior paradigm, this would mean that when employees are exerting the right influence, they should be left as they are and allowed to thrive.

However, if they are doing poorly, then the precepts of agency control need to be used and employed because the behavior of those employees can influence others (Schepers, Falk, de Ruyter, Ad De Jong & Hamerschmidt, 2012). As with most things, there are certain situations and environments where the employee influence vs. The employer influence is made all the more complicated. This happens and is rendered through the use of complex business arrangements and the use of third parties.

An example of this would be the practice of business process outsourcing (BPO) by many business. An example would be when janitorial work or document printing work is done by an outside vendor vs. that of an internal employee or department. Even though those employees are outsiders, they can most certainly influence and shape what occurs with the organization they work for including suspicions about jobs being in jeopardy due to outsourcing, the perceived attitude and feelings about the external vendors and so forth (Dwivedi, Kaushik & Luxmi, 2015).

Another example of an influencing external factor would be whether someone commutes to work or not. This has been seen as something that can affect employees and employers in both the public and private sector and, by extension, the employers as well (Santhosh, 2015). An example of an internal force working on the employees would be pressure from the employer for employees to align their behavior with the desired brand image and positioning (Sirianni, Bitner, Brown & Mandel, 2013).

Conclusion As is made clear both in the thesis statement and the research conducted after that, it is clear that there is no single broad answer that exists when it comes to whether organizations influence people or if people influence others in an.