Organizational Behaviour Business Consultants Engagement

Question: Describe about the Organizational Behaviour for Business Consultants Engagement. Answer: Introduction This report focuses on the discussion based on the case study on XYZ Consultants- Fionas Dilemma. This discussion mainly identifies as well as analyzes the motivational elements by applying employee engagement theory those had the existences in the old organizational environment and those elements were eliminated in the new business ambience of the organization under the leadership of Fiona. On the other hand, this report also analyzes and explains the behaviours of the training consultants with the help of the equity theory of motivation and organizational justice. Application of Employee Engagement Theory Employee engagement is nothing but the property of the relationship between a particular enterprise as well as the employees of that organization. As per the theory of the Employee Engagement, the leaders of an enterprise should assure the fact that all the staff members of that company are completely involved, that they are completely switched in their jobs so as for delivering their best efforts in the best business interest (Harter, Schmidt and Hayes 2012). The employee engagement is simply a two way street such as the reciprocal relationship of respect and trust between employee as well as the employers. It simply needs the managers as well as executives of an organization for communicating their expectations extensively and clearly with the workers, creating a working ambience and corporate culture in that engagement would thrive and empower the workers at the suitable levels of their competence. There are several important as well as significant motivational elements of the employee engagement. As per the case, it has been noticed that XYZ Training Consultant has lost its employee engagement towards the business operations of this organization. This is simply because of the fact that the motivational elements in terms of the employee engagement were removed in the new business environment of XYZ Training Consultant (Saks 2016). Therefore, the motivational factors in terms of the employee engagement, which had the existence in this organization previously while Tim had the authority to supervise the entire business operation of XYZ Training Consultant, are as follows: The most important motivational factor for the employee engagement for this XYZ Training Consultant was the respect, fairness, equity as well as the trust among the leaders, managers and the employees (Macey and Schneider 2014). However, this motivational factor was lost in this organization while Fiona became the managing director of the organization. On the other hand, Communication is another very essential motivational factor for this organization which previously had an existence in the work culture of XYZ Training Consultant (MacLeod and Clarke 2012). However, there is a huge communication gap has been built between the leaders and the employee, which results in the minimization in the employee engagement. A proper organizational structure was present in the work culture of XYZ Training Consultant (Crawford, LePine and Rich 2015). However, the destruction of such important motivational factor has resulted in the minimization of the employee engagement to the organization. Reward system, appraisal and the bonus scheme are very important motivational factors for an organization to maintain its employee engagement. It was previously present in XYZ Training Consultant (Robinson, Perryman and Hayday 2014). However, due to the removal of these schemes, the employee engagement has also been minimized for this organization. Analysis of the Behaviours of the Training Consultants using Organizational Justice and Equity theory of Motivation Organizational justice is simply referred to the concept that a particular decision or action is morally right that can be demonstrated as per the law, equity, fairness, religion or ethics. People usually are attentive to the justice of the situations as well as events in their daily lives over numerous contexts or aspects. People react towards the decisions as well as actions made by the enterprises in a daily basis (Greenberg 2012). The perceptions of an individual regarding these decisions as unfair or fair can affect the subsequent behaviours and attitudes of the individuals. On the other side, the Equity theory in organizational behaviour mainly focuses on the determination whether the resources distribution is fair or justified to both of the relational partners (Kanfer 2015). Equity is actually measured by making a comparison among the ratio of contributions as well as advantages for every person. Therefore, the equity theory has several implications for the business managers those can play significant role in the decision making process by the business managers. As per the given case study, Fiona was failed to maintain all the clause of the Organizational Justice as well as the Equity Theory of Motivation while she had the authority to manage the entire business operations of XYZ Training Consultants (Greenberg 2014). The most important fact is that the organizational justice as well as fairness is the central interest towards all the enterprises as the implications of the injustice perceptions can influence the behaviours as well as the attitudes of the employees at the workplace. Therefore, in this organization, justice has included the consequences in relation to the perceptions of the fair pay, personnel selection procedures as well as the similar opportunities for promotion. As per the equity theory, the employees of this XYZ Training consultant have been continuously compared with the others. Most importantly, after employing three Head of the Departments for the three departments in this organization, the employees were started being compared (Cropanzano et al. 2016). In other words, Fiona has become biased for the HoDs as the three HoDs have the chance to directly communicate with her. As the normal training consultants working in this organization have got the less scope of communicating with the managing director, thus, due to the communication gap between Fiona and the employees, she has failed to directly create a good impression of them to her. Therefore, it ultimately results in the injustice among the employees of this organization (Greenberg 2014). On the other hand, Fiona has also decided to remove the bonus schemes as well as the appraisal schemes for the employees, which was totally an unfair decision for the employees. Therefore, all of these unfair decisions taken by Fiona after getting the power have compelled the employees to leave this organization (Kanfer 2015). Even though, the coffee machines, washroom facilities as well as the canteen facilities are different for the employees as well as the management employees or the HoDs. Fiona has simply made a distinction between the normal employees with the management employees which is very much de-motivating for the employees to work for XYZ Training Consultant. Conclusion After the entire discussion made based on the case study of XYZ Training Consultant, it can be seen that the employee engagement as well as the maintenance of the organizational work culture is totally depended on the proper decision making by the leaders. After becoming Managing Director, Fiona has failed to take proper decisions or in other words she has failed to evaluate implications of the decisions on the organizational work culture those were taken by her. Therefore, as a conclusion of this entire discussion, it must be stated that the managers or the leaders should be capable of taking the exact decisions at every crucial situations. On the other hand, the leaders should take decision by focusing on the welfare of the employees as they play the most crucial role in order to successfully run a particular business. Reference List Crawford, E.R., LePine, J.A. and Rich, B.L., 2015. Linking job demands and resources to employee engagement and burnout: a theoretical extension and meta-analytic test.Journal of Applied Psychology,95(5), p.834. Cropanzano, R., Byrne, Z.S., Bobocel, D.R. and Rupp, D.E., 2016. Moral virtues, fairness heuristics, social entities, and other denizens of organizational justice.Journal of Vocational Behavior,58(2), pp.164-209. Greenberg, J., 2012. A taxonomy of organizational justice theories.Academy of Management review,12(1), pp.9-22. Greenberg, J., 2014. Organizational justice: Yesterday, today, and tomorrow.Journal of management,16(2), pp.399-432. Harter, J.K., Schmidt, F.L. and Hayes, T.L., 2012. Business-unit-level relationship between employee satisfaction, employee engagement, and business outcomes: a meta-analysis.Journal of applied psychology,87(2), p.268. Kanfer, R., 2015. Motivation theory and industrial and organizational psychology.Handbook of industrial and organizational psychology,1(2), pp.75-130. Macey, W.H. and Schneider, B., 2014. The meaning of employee engagement.Industrial and organizational Psychology,1(1), pp.3-30. MacLeod, D. and Clarke, N., 2012.Engaging for success: enhancing performance through employee engagement: a report to government. London: Department for Business, Innovation and Skills. Robinson, D., Perryman, S. and Hayday, S., 2014. The drivers of employee engagement.Report-Institute for Employment Studies. Saks, A.M., 2016. Antecedents and consequences of employee engagement.Journal of managerial psychology,21(7), pp.600-619.