HR Report Example: Organisational Behaviour in Australian Organisations

2021-06-09 11:28:33
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George Washington University
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Report
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Understanding the organisational behaviour is something regarded as a valuable tool for everyone who is involved in a company business or organisation, and this does not just affect the organisation's leadership but also the management teams. Through attaining this knowledge and understanding, each employee gets into a position of being able to realise their potentials and how each of their contributions helps in raising the profile of the company.

This study investigates attitudes and perceptions of Australian Managers in managing people as well as organisations. There are cross-cultural similarities and differences between managers and staff and organisations across the world (Oxfordshire businesses, 9). Perhaps, the most important thing or technique for motivating employees under ones supervision is through treating them in a similar manner as one would wish to be treated, and that is, as responsible professionals. This means that every manager should strike the right balance of fairness, dignity, respect, guidance and incentives, and also be able to create some motivated, satisfying, secure and productive work environment (Arnold,& Randall, 205-208). Regrettably, as soon as our evolving workforces complexities come into a mix with human relations, even the smartest and best-intentioned managers and supervisors can get the management side of their work or profession getting into chaos and total disarray.

Theories

As companies and big businesses strive to boost their businesses and earning in the ever increasingly and dynamically competitive environment, they are forced to turn their attention to employee motivation and productivity. When unsatisfied with their work situations, the employee productivity decreases, and tension builds up in the workplace. Ultimately, their morale becomes low, and the organisation's performance comes to question. Companies have thus come to the realisation that employee morale affects their productivity and hence business performance (Kristof-Brown, et al., 281-342). The management has struggled to come to terms with the fact that with factors that can enhance and boost morale among employees and also create a positive environment that would attract and even retain staff and further encourage them to be in productive mode.

Maslow and Herzberg

For years, various theories that touch on motivation have drawn assumptions and even provided explanations that concerning human nature. Nonetheless, none of these approaches has proven to be the best inspirational or motivational factor. To better understand the themes that relate to motivation and organisational behaviour, the theories of content, reinforcement, and process have to be conceptualised. Maslow maintained that humans have their needs that arranged in some hierarchy and as such, are motivated to seek their satisfaction of their needs (Patterson, &Ferguson, 7). Once satisfied, the need no longer remains a motivator, and the person becomes motivated by the following hierarchy.

Over the past 15 years, there have been considerable changes in the economy of Australia. Successive governments of Australia have initiated some macro and micro-economic reforms that include floating of the dollar, waterfront, phasing out of tariffs, and air-tight reforms on freights (Gorilla, 13). Aside from these, there were remarkable financial deregulations as well as gradual freeing up of the congested labour market. Some of the key elements of the reform agendum included a change in the workplace, minor and major reforms in the public sector as well as in the private sector through privatisation (Plaster, & Obushenkova, 11). It was due to these changes that organisations in Australia faced significant competitive pressures.

Notably, the general trends that exist within the economy of Australia reflect the global trend over the past few decades for the national economies to have moved towards the free-market system. These changes have led to organisational shifts and reforms that touch on the manner of handling, managing and running an organisation (Lievens et al., 31). The paper builds on existing studies that aimed to reconcile the differences as well as similarities in the approaches and styles of managing organisations and staff from an international context.

As more and more companies and businesses in Australia expand into overseas through foreign direct investments, more income is generated for the continent. These avenues include exports, foreign subsidies, and branches, joint venture as well as the formation of strategic alliances, managers are supposed to meet the minimum or standard challenges of management, and also contend with an extra challenge in managing changes which might be in a different political, cultural or legal environment (Quartz, 23). In so far as managing relationships is concerned, groups, individuals, and organisations from different cultural backgrounds can come across challenging experiences.

Diversely opinionated staff mainly characterises the Australian companies, and the managers believe in inter-ethnic harmony being an ideal thing, as opposed to being real. The managers also believe in the fact that their organisations are headed in the direction of the future. It should also be noted that according to Australian executives, their organisations are significantly in higher levels of expertise in so far as management is concerned. This they compare with other companies located in India and China for instance.

The study also establishes that Australian managers are highly motivated individuals who draw their motivations from autonomy as well as uncertainty in their positions in the workplace. As far as management principles are concerned, managers in Australia have acquired lower external and higher internal locus of organisational control; this is contrary to the case in India, China, and even South Arica where base decisions in matters management are made on company outcomes (Allen Associates, 1-8).

The existences of cross-cultural differences in the Australian companies and organisations have made it possible to have a blend of staff and employees in general, with one another.

 

Works Cited

Allen Associates (2014). Survey Report: Job vacancies are taking longer to fill and many employers are finding it harder to recruit quality staff, according to a survey of 122

Oxfordshire businesses. Retrieved March 21, 2017, from http://www.allen-associates.co.uk/Who-we-are/Employment-Trends-Survey.aspx

Arnold, J., & Randall, R. (2010). In Work psychology: Understanding human behaviour in the workplace (pp. 205-208)). Harlow, UK.: Pearson Education.

Gorilla.(2015, June 5).Smart recruit project of Heineken.[Video file]Video retrieved from https://www.youtube.com/watch?v=IaHU-0WQkBE&feature=youtu.be

Kristof-Brown, A.L., Zimmerman,R.D.&Johnson,E.C.(2005).Consequences of Individuals' fit at work: A meta-analysis of person-job, person-organization, person-group, and person-supervisor fit, Personal Psychology,58,281-342.

Patterson, F.&Ferguson, E.(2007).Selection into Medical Education and Training.ASME monographs,Edinburgh:ASME

Plester, B., & Obushenkova, E. (2017, March 23). How company smartphones create new Psychological contract expectations. Retrieved March 24, 2017from http://www.anzam.org/ wp-content/uploads/pdf-manager/2575_044.PDF

Quartz. (2015, August 15). How Uber hires drivers where background checks are impossible Quartz. Retrieved March 23, 2017, from https://qz.com/473905/how-uber-hires-drivers-where-background-checks-are-impossible/

Lievens, F., Van Dam, K., & Anderson, N. (2002). Recent trends and challenges in personnel selection. Personnel Review, 31(5), 580-601. doi:10.1108/00483480210438771

 

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