Omega Case Study Report Essay

This report is based on the geek study of omega. With immaterial pressure, the caller is now encountering internal problem, like senior senior naughty school overturn and absenteeism rate. Personnel manager imbibes side view to analyses current bureau. bank line attitudes and project performance be perhaps the two some primal and enduring sets of constructs in individual-level makeupal research (David, Daniel and Philip, 2006305). Organisations increasingly tend to use attitude survey to analyses their employees attitude and opinion towards employers (Paul R, 1988145). Omega case leads an attitude survey questionnaire and relevant data. This report is based on these data to analyses the current situation of Omega, also discuss the reason of high absenteeism and employee turnover rate among schoolmaster staff using organisational deportment theories, and propose recommendations for Omega to step aim rid of the dilemma.1. The questionnaireBefore deep discussion, it ought to go into the questionnaire Omega adopts, Questionnaires can yield consequence of patterns amongst large populations(Louis and Gravin, 20101). However, the design of the questionnaire has some problems. The questionnaire is consist of closed questions and open questions, including five dollar bill atomic number 18as in attitude evaluation, nevertheless the order of each question is departy-nilly presented, which could confuse respondents when they do the questionnaire and easily get bored due to interpret the purpose. In damage of open questions, their existence is to check the close questions be enough or non. Actually, experienced researchers drive open questions to understand respondents motivations and feelings in depth (Babara, 1965175).2.0 Current situation of OmegaIt can be recognise the current situation of Omega as internal revolt and external invasion. Due to limitation, this report analyzes internal revolt of Omega. This part begins with a inspect ion of the literature on low occupation gratification. In addition, low organisational committal, incompetent confabulation system, haywire drawship be also included.2.1 Low undertaking gratificationIn order to analyze the occupation triumph level, it is foremost should make assure what is business organisation gladness. James (1992) gear ups job satisfaction as the extent to which employees like their mold. And Luthans (2011141) suggests job satisfaction is a emergence of employees perception of how well their job provides those things that argon viewed as serious. After explain job satisfaction, the measurement is put forward down the stairs .There are six facets of job satisfaction, which are the spring content, monetary rewards, hierarchical satisfaction, management, peers, and fakeing conditions (Paul, 1997 12). In terms of work content, Bozionelos (2007 13) suggests five views to call up work itself, such(prenominal) as, skill variety, task identity, tas k significance, autonomy and feedback, which tally Omegas situation, they are low. It is a little better of the financial rewards aspect than the work content but becalm is low. Employees do non hold the shares of Omega and they think company underestimate their effort and their appraise and on the nose 34% employees think they are paid sanely.Hierarchical satisfaction is non very clearly discussed in this case. Management satisfaction in Omega is mediate. Nevertheless, 89% of respondents think their immediate superiors treat them fairly. Other factor, namely, level of support, is low. Coworker satisfaction is not high as well because only 42% of respondents persist in in company due to coworkers. acidify condition in Omega supposes to be low because employees think manager does not trouble about the work condition, so work condition might be low. with analyses above, job satisfaction of Omega could be judged as low.2.2 ineffective confabulation systemDavid (1997, 42) defines conference process as the transmission of information, and the transmute of meaning. Robbins (2010 290) points out six main parts of communicating process, such as the information let outr, encoding, the information, the direct, decoding, information receiver,interference and feedback. Omega lack channel and feedback of communication process, so the process is not seriously exist in Omega.There are many directions of communication in organisation, namely vertically up and down, horizontally with coworkers (Katherine, 201231). Robbins (2010291) also points out the main role of down(prenominal) communication is to explain the reasons of diametrical decisions. In Omega even the bequeath of questionnaire is sent to the home address of employee not through companys internal mail system. This could demonstrate the communication in company is authentically weak.David (1997, 42) defines communication process as the transmission of information, and the exchange of meaning. Fu rthermore, Cal and Allison (20046) rate feedback could be an important facet to assess communicational efficiency and incompatible company forget have different emphasis on communication process. In Omega, they seldom receive feedback from their superiors. Furthermore, employees even do not come what happened in former(a)(a) regions of company or some issues relate to Omega. Through these analyses the communication system in Omega is really inefficient.2.3 Low organisational freightOrganisational load is one of attitudes employees have towards organisation. Allen and Meyer(1991,) suggest organisational payload consist of lead parts a desire ( affectional inscription an emotional attachment to organiasation) to stay in a company a need(continuance allegiance consider bell of leaving the company) to stay and an obligation(normative consignment moral and ethical consideration) to staythough the questionnaire of Omega is not very clearly include organisational commitment que stions, it still can be reckoned by correspondent questions. The question about belong to Omega can be recognized as emotional commitment question and only 23% of respondents think they have this feeling, which means the affective in Omega is low. In addition, when ask if any other company offered more than 5% salary volition you leave Omega, 27% of respondentswill leave. And when it is raised by 10%, the result is 52%, and raised by 15% then 75% will leave.However, 89% of them do not treat financial reward is the most important aspect of their job. In this way, it could be reckoned normative commitment in Omega is low, meaning thither is little moral or ethnic factor employees consider when they choose to leave company. though on that point is few content of questionnaire relating to continuance commitment, organisational commitment is still low from the other two aspects.2.4 Improper leadershipRobbins (2010316) define leadership as the ability to influence a group toward the deed of a vision or set of goals. Furthermore, Bozionelos (200714) claims the main role of leader is to cause his/her subordinates. He also points out leaders could actuate employees by using right style. According to OHIO style studies, high consideration sometimes is associated with less turnover and absenteeism. Employees in Omega mainly are extremely educated, who have interests in company operations and have strong aspirations to get involved in their job, not just finishing the task superiors give them. Nevertheless, leaders in Omega ignore the workforce environment and adopt improper leadership, like ignoring their opinions and isolating them from the whole company, furthermore, providing unsatisfied working environment. In closure, leadership in Omega is improper.3.0 Analyses high turnover and absenteeismThe relationship between turnover and absenteeism is lordly, which means high turnover relate to high absenteeism crime versa (Terry, 1978). There are several(prenom inal) reasons to the high absenteeism and turnover rate. Robert (1993) figures out job satisfaction and organisational commitment negatively relate to the turnover and absenteeism. In terms of the relationship between the two, there are mainly two different views, one of which is the commitment mediate the effect of job satisfaction (Porter, 1974), the other one of which is the two both have stupor on turnover but separately (Dougherty, 1985). This report follows the latter view. In addition, motivation theories are also mentioned below.3.1 chew over satisfaction reasonBozionelos (2007 13) implicates the relationship between job satisfaction and absenteeism is maintain strong and Bobbins(2010 72) supports this view and think the relationship is moderate to weak. According to these two scholars, there are many other reasons commutative on job-related aspect, like the traffic situation and family stuff like sisters sick, etc. And Bozionelos(2007 ) mentions unsatisfied employees a re more likely hooky than satisfied ones participate in work, which means make employees satisfying could not make sure low absenteeism, but if employees are unsatisfying they will more likely absent.Tett and Meyer(1993) conclude the relationship between job satisfaction and turnover is also moderate. However, Carsten and Spector (1987) point out job satisfaction will lead to turnover when employees find it easy to find an other similar job. 47% of respondents would leave company if they find a comparable job. In this way, job satisfaction is strongly relate to quit.Given the theory mentioned above and analyses of job satisfaction level in Omega, It could make a conclusion that job satisfaction in Omega is low and moderately lead to high turnover and absenteeism rate.3.2 Organisational commitment reasonEmpirical research on organisational commitment generally has shown commitment to be a probative soothsayer of turnover (Gary, 1987). Also, John and Dennis (1990) demonstrate organi sational commitment could help organisation trim withdraw behaviour, like absenteeism and turnover. Furthermore, some scholars support the view that high organisatioanl commitment could lead to high job satisfaction (Batemen and Strasser, 1984).In terms organisational commitment itself, Robbins(201064) demonstrate organisational commitment negatively relate to both absenteeism and turnover, and in particular, affective commitment have stronger relationship than other two type of commitment with turnover and absenteeism. Meyer (2002) after a meta-analyses support Robbins conclusion, and figure outaffective commitment is the strongest lead to high turnover rate( = .17). However, in terms of absenteeism, nevertheless affective commitment, the other two commitments have positive relationship with absenteeism.Though there is few content of questionnaire relating to continuance commitment, organisational commitment in Omega still could explain the high turnover and absenteeism rate, bec ause affective commitment is low, which is the strongest aspect influence withdraw behaviour.3.3 Motivation reasonMotivation theories could explain the high turnover and absenteeism is because lack of motivation will have influence job satisfaction and organisational commitment, which have discuss above to be proved could impact quit and missing the job. Motivation theories apply in this report are equity theory. Mullins(2002443) explains equity theory as focuses on peoples feeling of how fairly they have been treated in comparison with the treatment received by others.He points out one of inequity behaviour is leaving the bailiwick to find balance. In this way, employees are tend to absent and find other equal job. In addition, Laura (2000) suggests wage equity is related to worker motivation. Employees in Omega believe they are under inequity situation, because of inequity stimulation and output. About 66% of respondents think they are paid unfairly. As a result, employees are t end to absent and change their job.4.0 RecommendationThis part is mainly based on motivation theory and motivation applications method. Apart from motivate employees, improving job satisfaction, consummating communication system are also used to propose recommendations.4.1 Motivate employeeMaslows theory and Herzbergs theory are use to suggestions. Though popular with its criticism, Maslows five level hierarchy theory is alwaysthe basic theory of motivation and is simply applied to real case. Maslow hierarchy need theory consists of five need of a person, which, from the bottom to the top, are physiological, safety, love, esteem, self-actualization (Maslow, 1954). These needs are satisfied until the lower needs are fulfilled. Mangers need to identify dominant needs during employees then provide incentives to satisfy them in order to improve job satisfaction (Bozionelos , 2007 29). In Omega case, manager should first identify what employees really needs. Except comparatively satisf ied salary, they also need more control in their work and more communication with superior.Next theory using to propose suggestions is Herzbergs two-factor theory, which are hygiene factors and motivators. Hygiene factors are mostly about work conditions and environment and actually hygiene cannot motivate employees, but if hygiene factors are not filled, they will lead to dissatisfaction. Motivators are mostly about work itself and work content. Robbins (2010143) suggests it is advised to use motivator to motivate people, like promotional opportunities, opportunities for individualized growth, recognition, responsibility and achievement. Omega manager or force-out manager can follow this suggestion to redesign the job in Omega.4.2 Improve job satisfactionLocke (1976) says job satisfaction is a positive emotional state, so improving job satisfaction is alike as improving the positive emotion of employees. There are several aspects could lead to high level of job satisfaction. One of the most significant aspects relating to high job satisfaction is enjoying the job. Enjoyable job should provide incumbent training, variety and authorization (Robbins, 201067). In Omega, managers could decrease close supervision when employees working, which belike could increase job satisfaction.4.3 Consummate communication systemAs mentioned above, the communication process is important in anorganisation. Omegas manager should provide a platform for employees to express their opinions, complains and proposals. In addition, frequent feedback is also intrinsic during the whole communication process even though it may be the last step. Formulating new feedback policy in accordance with jobs need.4.4 Improve employee involvementLawer (1986) suggests job involvement has been considered the key to activating employee motivation. In addition, employee involvement could also help improve job satisfaction (Steve, 1996). Involving employee can not only help improve job satisfaction but also help improve organiasational commitment. Daily update netmail could provide latest news of company as well as satisfy employees need to understand organisation. Furthermore, involving employee could develop a feeling of be to organisation.5.0 ConclusionThrough the analyses above, it is clear that there are numerous of problems in Omega. Low job satisfaction, inefficient communication system, low organisational commitment and improper leadership are the key problems. Some of them strongly relate to high turnover and absenteeism rate, some of them moderately relate. Recommendations are based on the problems, which most could be applied to real work. More importantly, taking actions to make ideas into pragmatism is the key.6. Personal reflectionThis part mainly discusses the writers personal opinion on management. Fortunately, this case study gives me a lot of thought process about management and leadership. As a manager in a company especially in a highly educated organis ation must pay attention to employees opinion towards company and management. Their involvement not only can level up their job satisfaction but also can help improve efficient of management. In addition, motivation system is another factor that should be taken seriously. Though there are many theories in motivation and many ways to motivate employees, actually,manager could choose one and utilize effectively, then can value a lot.Personally speaking, leadership is more important than management. Management could just guarantee the implementation of task, but leadership have more incline due to different leadership style. In terms of organisational commitment, managers leadership is very significant. Some companies have done a lot to improve organisational commitment but it is still low. That maybe because the improper leadership. Sometimes leadership is not could described in words just like art, which need talent. quotationBatemen and Strasser, A longitudinal analysis of the ant ecendents of organisational commitment , Academy of management polish up. 27.95-112 Bozionelos, N. (2007). Work motivation and its related processes, in Managing People, Durham Business School, University of DurhamCal W. Downs and Allyson D. Adrian (2004), Assessing organisational communication strategic Communication Audits, The Guildford Press, 3-18. David A, Daniel A, Philip L, How importand are job attitude? Meta- uninflected comparisions of integrative behavioral outcomes and time sequences David Buchanan and Andrzej Huczynski (1997), Organisational behaviour an introductory text. prentice Hall ,Third Eth.Dougherty TW, Bluedom AC, Keon TL. (1985). Precursors of employee turnover A multi-sample causal analysis. Journal of Occupational doings, 6,259-271. GARY J. BLAU and KIMBERLY B. BOAL, 1987, Conceptualizing How Job Involvement and Organisational Commitment presume Turnover and Absenteeism, Academy of Management Review. 1987, Vol. 12. no 2. 288-300. James L. Price and Cha rles W. Mueller (1992), Discriminant lustiness of measures of job satisfaction, positive affectivity and negative affectivity, Journals of organisational Psychology, Vol. 65, 158-196.Lawler, E. E.,III.(1986). High-involvement management Participative strategies for improving organisational performance, San FranciscoJossey-Bass, 45-68.Laura Leete (2000), employ equity and employee motivation in nonprofit and for-profit organisations, Journal of Economic Behaviour & Organisation, Vol.43, No.4, 423-446.JM Carsten and PE Spector (1987), Unemployment, job satisfaction, and employee turnover A meta-analytic test of the Muchinsky model, ournal of Applied Psychology, Vlo. 72, No. 3, 374 38John P. Meyer and Natalie J. Allen A three-component conceptualization of organisational commitment human preference management review, Volume 1, Issue 1John E. Mathieu and Dennis M. Zajac (1990), A Review and M eta-A nalysis of the A ntecedents, C orrelates, and Consequences of Organisational Commitme nt, psychological Bulletin, Vol.108, NO.2, 1717-194.Katherine Miller (2012), Organisational communication Approaches and Process, Lyn Uhl, Six Edition. 17-35.Laurie J Mullins (2002), Management and organisational behaviour, Financial Times Pitman Prentice Hall, 6th Ed, 417-455Lois R and Gavin T (2010) Mixing interview and questionnaire methods Practical problems in aligning data Practical assessment, research & evaluation, Vol.15, No.1.Luthans Fed (2011), Organisational behaviour an evidence-based approach, Boston, capital of the United Kingdom McGraw-Hill, 12th ed. 123-156Maslow Abraham H. (1987), Motivation and Personnality . New York Harper Collins. Third Edition, 38-54.Paul E. Spector (1997), Job satisfaction Application, Assessment, Causes and Consequences, SAGE Publications Ltd. 5-21.Paul R, Linda M, Vicino, Kantor, Greaves Attitude assessment in organisations testing three microcomputer-based survey systems, The Journal of General Psychology, Vol.116, No.2, 145-154.Porter LW, Steers RM, Mowday RT, Boulian PV. (1974). Organisational commitment, job satisfaction, and turnover among psychiatric technicians. Journal of Applied Psychology, Vol.59, 603-609.Robert P. Tett and John P. Meyer (1993), Job satisfaction, organisational commitment, turnover intention, and turnover path analyses based onmeta-analyses based on meta- analytic findings, Personnel psychological, Vol.46, 259-293.Steven P. Brown (1996), A Meta-Analysis and Review of Organisational Research onJob Involvement, Psychological Bulletin, Vol.120, No.2, 235-255. Terry A. Beehr (1978), A note on the structure of employee withdrawal, Organisational behaviour and human performance, Vol.21, 73-79.