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Question 1B:What do you consider to be a significant current problem and why? Discuss at least two interventions, which are being successfully implemented in the United States.
Current Problems in the organization
- Dissatisfaction and lack of motivation by the employees
There are many significant current problems in the organization to which I was attached regarding human relations and leaders’ attributions. They are addressed by two interventions being successfully implemented in the United States. First, many employees often do not feel like they fit in with their workplace. As such, there is a problem of job dissatisfaction in the company. This prompts a lack of motivation, a problem that has caused the organization not to optimize its ability to grow and perform even better within the market. Often, this can result in employees losing interest and quitting their job. In essence, the company has done little to ensure that the organization’s employees stay motivated. It is worth noting that the leadership of the company has failed to integrate and implement ways through which various attributions can be made to improve the experience of the individuals. This factor can enhance the performance and sustainability of the organization.
Regarding the problem of dissatisfaction among the employees, the organization has seen many employees complain or even fail to deliver well, as they consider themselves just in the crowd. Consequently, the employees feel that they are not connected well with the jobs that they are doing, a factor that makes them often think that they are of little significance to the organization. Dissatisfaction in the organization has been linked to many factors, such as a lack of motivation from the leaders. Motivation plays a crucial part in enhancing the output of the employees. Significantly, it is articulated that motivation enables employees to take up their tasks with passion and determination. This factor enhances the proper integration of various skills to enhance organizational output (Taylor & McGraw, 2006).Further, most employees have cited dissatisfaction with the lack of incentives and gifts from the employers and leaders of the organization. This factor makes them feel unrecognized by the management of the organization. Furthermore, the employees have also linked dissatisfaction within the organization with a lack of bonuses, mainly due to overtime hours and exemplary services. This has made the organization have a lowgrowth rate, as most employees are often left unmotivated.
Additionally, employees have attached the issue of dissatisfaction with harassment from the leaders, especially when things get messy and,at times, when they commit mistakes. In this respect, harassment by management makes employees feel that they are in the wrong organization. This factor has made many seek other interventions or,instead,entirely due to poor working conditions (Taylor & McGraw, 2006). Thus, the company has taken preliminary steps to ensure that the employees are motivated and engaged in their work. As a result, the organization has failed to retain the best and most well-experienced employees and set a more productive and efficient work environment.Furthermore, dissatisfaction is attributed to a lack of employee engagement and productivity. This could be because there is a high turnover rate due to unsatisfactory pay and benefits, which leads to unhappy employees who cannot complete their tasks efficiently. In addition, the employees complain that the wages are too minimal, a factor that makes them unsatisfied with the nature and operation of the company.
- Disputes and Conflicts between the employees and the supervisors
Ostensibly, disputes and conflicts are significant problems that the organization battles with. To a great extent, the issue of conflict is contributed by the lack of proper communication between the supervisors and the employees (Bratton et al., 2021). Ideally, the supervisors look down upon the organization’s employees, creating poor relationships between workers and leaders. Furthermore, the issue of poor communication is linked with a lack of proper attributions from the leaders. The organization’s leaders have a wrong perception regarding the organization’s employees. This factor has affected the relationship between the workers and the management to a great extent, thus leading to a rise in conflicts of interest within the organization. On the same note, the workers equally have had poor attributions to the employees, thereby contributing to improper attributions to the organization’s leaders. A factor that has affected the relationships. During the internship, I had issues with the coordination of the tasks, as the employees of the organization and the management have contributed to a toxic environment, mainly due to poor relations, thus leading to a dysfunctional environment for growth.
Equally, conflict within the organization has been linked with absenteeism of the employees, a factor that has contributed to low productivity. Due to variances in the organization, some employees become absent, thus leaving a heavy workload to others. On the same note, it is evident that the employees are left without motivation due to a toxic work environment that contributes to poor productivity. This also results in a loss of the organization’s clients, as some clients find it hard to work with the organization due to turmoil within the company. Organizational conflicts make some employees uncomfortable, leading to employee turnover (Bratton et al., 2021). The employees are left dissatisfied with the attribution of the leaders, thereby making them opt to go the organization in the quest to find an organization that takes a keen consideration of the diversity of the employees, as well as the attributions skewed toward achieving positivity within the organization.
- Change Management
Significantly, change management is a crucial factor that many organizations struggle with. In the organization under which I was attached, there are many dynamics associated with effective staff management and proper implementation of changes within the workplace. In as much as the organization is a perfect and ideal place for growth, recruiting new interns and employees seems to be a challenging issue since it affects the integration of work mechanisms. In essence, when there is change within the organization, it takes time for the management to ascertain the attributions of the new staff (Lawler & Mohrman, 2003). This is a factor that, to some extent, may affect the organization, as it has to develop ways in which it will be able to determine the people that are the best fit for various roles and tasks—in addition to recruiting new staff and interns shifts the workplace environment since the employees have to learn to accommodate each other. This factor has to be cultivated with a lot of patience and prowess.
On the same note, it is evident that when change occurs within an organization, the new staff takes time to pick up and fit into the organization. As such, this may seem challenging to both the organization and the clients, as customer service and delivery issues may arise. Therefore, this can make some customers view the organization’s employees as incompetent. This factor can cost the organization in terms of profit optimization, thereby affecting the market share of the organization. On the same note, change management is an issue at stake because some new staff is exposed to new equipment and machines. In this respect, the organization may be forced to incur more expenses to offer training to the new staff, a factor that sometimes leads to much recruitment and training (Ferris et al., 2004). Training new members in the organization are equally challenging because the new staff may not instantly grasp all the concepts required.
Further, it is articulated that a lack of proper implementation of changes within an organization can fail to deliver quality services to its customers. For instance, the society in that we currently thrive is characterized by innovation and invention. As such, various organizations become dynamic to change since services keep evolving. Consequently, organizations that do not take adequate measures to implement changes become susceptible to failure. This factor contributes to dissatisfaction among the clients and employees, as this necessitates sustainable plans for proper integration and implementation of the new changes (Lawler & Mohrman, 2003).Additionally, this affects a companyabout the market share since many clients will always seek to align and associate themselves with organizations that satisfy their needs. The environment related to continuous improvement and innovation within the workplace is equally important. Employees feel unsatisfied when the working environment lacks improvement and innovation, which also contributes to higher employee turnout (Lawler & Mohrman, 2003). Thus, proper implementation of changes and lack of integration of change management is one of the organization’s challenges.
Interventions Being Implemented in the U.S
One intervention implemented in the United States to address employee dissatisfaction is job rotation. Job rotation was developed to help employees identify better-fitting career paths by exposing them to different departments and responsibilities. Job rotation programs, used in several private and public organizations, offer employees opportunities for cross-functional training and skill development. Another intervention in U.S. organizations regarding employee dissatisfaction is implementing a comprehensive compensation strategy, which includes salaries/wages, bonuses, benefits, and profit-sharing schemes (Bratton et al., 2021). By aligning compensation packages with organizational goals and creating transparency with clear roles and expectations amongst employees. This helps mitigate what may be perceived as unfair or inequitable treatment of employees by reporting inaccurate financial data or withholding information about overtime or other incentives paid to key team members.
An effective compensation strategy can help to mitigate employee dissatisfaction and increase motivation. When managers are aware of their employees’ motivations and clearly understand how compensation changes can impact them, they are better equipped to respond to the needs of their teams. One of the best ways to combat employee dissatisfaction is by implementing a comprehensive compensation strategy that includes salaries/wages, bonuses, benefits, and profit-sharing schemes (Ferris et al., 2004). By aligning compensation packages with organizational goals and creating transparency with clear roles and expectations amongst employees, organizations can mitigate what may be perceived as unfair or inequitable treatment of employees by reporting inaccurate financial data or withholding information about overtime or other incentives paid to critical members of the team.
Additionally, organizations in the United States are implementing a comprehensive employee development strategy that includes training and development opportunities. Organizations can increase engagement and reduce employee dissatisfaction by providing employees with the tools to be successful in their roles and helping them achieve their professional goals (Ferris et al., 2004). In some cases, organizations implementing a comprehensive compensation strategy have seen significant reductions in turnover rates and employee satisfaction. In many cases, employee dissatisfaction can be mitigated by creating an environment where employees feel valued and respected by their employers. This is often achieved through improved communication channels between management and staff members and open dialogue about pay scales, career opportunities, and performance reviews.
Executive coaching, mentoring, and development programs are highly successful interventions in the United States, designed to address burnout and other leading causes of employee dissatisfaction. These programs also allow employees to improve their skills through education and enable them to learn new techniques and progress in their careers (Bratton et al., 2021). Coaching and mentoring programs have been shown to reduce employee burnout by up to 20% while increasing job satisfaction and performance. A study conducted by the University of Illinois at Urbana-Champaign found that executive coaching programs can increase job satisfaction by an average of 21%. There are several benefits of executive coaching, mentoring, and development programs in the United States, including building trust between employees and supervisors. When employees are satisfied with their work, they are more likely to be productive and provide better service. The result is better company culture, leading to increased profitability and productivity (Bratton et al., 2021). The programs help employees achieve their full potential and increase productivity. Executive coaching can be especially beneficial for people who want to advance their careers or move up the ladder and those who want to be happier at work. These interventions help people deal with personal and professional stress. When people feel stressed out, it can be hard for them to concentrate on their jobs. This can lead to mistakes, hurting the company’s bottom line. Executive coaching helps employees manage their stress levels to focus more effectively on work tasks.
Other interventions regardingthe dissatisfaction of employees are being successfully implemented in the United States,including setting performance and engagement levels. In many companies, such as Google, businesses are employing a high technological level to achieve their purpose smoothly by engaging employees to work efficiently and effectively. Another intervention is employee recognition (Bratton et al., 2021). For instance, if an employee fails to do something properly and makes it worse,he will be allowed to correct it. Still, if he cannot act according to company policy, they will be fired. In addition, several companies are implementing programs and initiatives to reward employees for their loyalty. These rewards can include monetary incentives, health benefits, recreational activities, and other benefits that may not be offered elsewhere. By rewarding these behaviors, companies increase employee satisfaction, reducing turnover rates.
Significantly, the United States has instituted policies that enhance an effective internal and external environment. Ideally, new policies have been implemented to protect employees and clients from exploitation by various organizations (Ferris et al., 2004). One of the significant contributions and alternatives is reinstating corporate social responsibility that enhances quality service delivery to the clients and promotes a healthy environment for the organization’s employees. On the same note, implementing policies that promote an effective environment is crucial in building relationships between the employees of the organization and the customers. Therefore, the organization can also capitalize on implementing corporate social responsibility. This factor will build its reputation, thereby contributing to sustainable development and mitigation of challenges within the company.
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Question 2
- According to the Attribution Theory of Leadership, there are many ways in which an
Organization might be negatively impacted by a leader’s attributions. Describe the major
themes of Attribution Theory of Leadership. Then explain how might that organization be.
be positively affected by a leader’s attributions?
Introduction
Attribution theory was developed by Edward L. Deci and Richard M. Ryan (1973). It states that individuals are motivated to behave in certain ways when they believe that behavior is due to internal factors such as their personality and when they believe that behavior is due to external factors such as rewards, punishment,or other forms of reinforcement. It also states that people have an intrinsic motivation towards specific goals and values; these goals and values are often referred to as “self-determination needs.” These needs include autonomy, competence, relatedness, and self-direction. According to Deci & Ryan, self-determination needs can be satisfied through either internal or external sources.
The central concept behind attribution theory is that individuals will adopt their behaviors based on how other people react to their behaviors or what they believe others think about them. This concept has been widely used in organizational research because it strongly predicts employee deviance. Attribution theory is critical because it helps researchers understand why people make certain decisions, what factors influence individuals’ behavior and how different people react to the same situation.
With respect to this, attribution theory thus considers a belief that people will always try to understand what others do. As such, in the application of leadership, attribution theory establishes that employees can interpret their leaders’ abilities through observation regarding the leaders’ behaviors. Conversely, a leader who portrays the attribution theory application will interpret the employees’ abilities by observing how the employees behave. Therefore, the leaders will try to establish why the employees do what they do and, as a result, develop their justification by observing the employees in the work environment.
Significant themes of attribution theory of leadership
The central theme of the Attribution Theory of Leadership is that leaders create an environment for their followers to succeed. When the leader is not doing so, the followers will blame themselves for failure. In relation to this, the leaders are expected to create an environment that will foster the growth and development of the follower (Martinko & Mackey, 2019). This aspect of attribution theory holds that leaders should ensure that the followers have a conducive environment for growth and improvement. This may involve training services to ensure that the followers are set in a perfect environment for better performance. If the leader fails to create a good atmosphere or attributes the employee’s performance to a lack of effort, the employee’s performance may be affected adversely. This can lead to a loss in motivation and productivity.If leaders lack confidence in their abilities, it will be difficult for them to motivate others to achieve their goals (Martinko et al., 2007). Leaders should have confidence in their skills and show this through their actions. If they do not have confidence in their abilities, they may try to hide this by blaming others or themselves. As a result, this may culminate in a dysfunctional relationship between the leaders and the employees, a factor that can affect the employee’s output.
The second theme is that leaders influence how followers view themselves compared to others in their organization. When individuals consider themselves less competent, they feel inadequate, leading to lower self-esteem and depression. In addition, the theme articulates that when the leader attributes the employees’ efforts as insufficient, it may lead to demotivation. This factor may make the employees deem themselves less significant compared to their peers (Martinko & Mackey, 2019). As a result, this may contribute to a lack of self-determination on the employees’ side, thereby leading to performance. Suppose a leader gives the followers these negative views about themselves. In that case, it may affect their performance at work or within other areas of life, such as school or relationships with family members or friends.
The third theme is that leaders use attribution theories when describing situations where people make mistakes or errors on behalf of the organization. For instance, leaders can use attribution theory to explain the situation when accidents occur due to the mistake of their followers. These attributional explanations are used because they help relieve feelings of guilt, for instance, the feeling of being responsible for an error or mistake, and to ensure that the organization’s goals are met (Marcinko et al., 2007). In other words, leaders use these types of attribution theories to help people feel less guilty about making errors or mistakes. In this scenario, the leaders are vital in enhancing the organization’s performance. Moreover, the themes establish that the employees are crucial in determining whether the employees remain motivated or not in the event a mistake happens.
The fourth theme is that leaders use attribution theories to help people feel less responsible for their mistakes or errors. In this way, leaders can ensure that the organization’s goals are met and that people are not experiencing feelings of guilt (Martinko & Mackey, 2019). Thus, the theme determines that the leaders relieve the burden of responsibility from the employees if they feel their side is deficient. Therefore, this contributes to a well-structured formation within the work environment, a factor that ennobles the employees.
In addition, another theme of attribution theory is that attributions are made based on experience and present situational factors. The attributions of the leader are established through observing the employees’ experience (Martinko & Mackey, 2019). In essence, the leader may determine the employees’ ability by paying attention to their experience, past behaviors, and efforts. Thus, the leaders compare the experience with the present situational factors to determine the employee’s ability or even the employee’s stepsabout the current environment and characteristics. As such, the leaders candecide what can best work for the employees, a factor that can contribute to improvement in the output of the employees (Martinko & Mackey, 2019). Thus, this contributes to the establishment of both the internal and the external factors associated with the output of the employees, thereby leading to the establishment of an environment that can function best for the employees and the leaders.
The person who makes the attribution is not necessarily aware of the situation that prompted it, nor do they always make it consciously or deliberately. Ostensibly, attributions can be made by both the leaders and the followers. As such, it is articulate that the leader can make attributions from well-established facts (Martinko et al., 2007). However, it is possible that the leader may not be aware of the situation that prompted the attribution, as much as the leader may try to make close observations to conclude. On the other hand, the employees of the followers may not necessarily be aware of the situation that prompted the attribution. Ideally, the followers may not fully understand the real issues attached to the behaviors of the leaders, in as much as they can determine the internal and external factors associated with the problems through observation.
The person who makes an attribution may have little or no understanding of others’ perceptions and feelings about themself and their role in an organization; however, they do know what they feel about others’ perceptions and feelings toward themselfabouttheir role in an organization.With regard to this theme, it is evident that people may make perceptions about others without knowledge (Martinko & Mackey, 2019). In other words, the individuals who make attributions may not have sufficient knowledge and facts regarding the perception of others, the way they view things, or even their opinions regarding various matters. Nevertheless, on the side of the attributor, they know what they perceive regarding others, their feelings, and their views, conserving multiple issues.
Further, another central theme of attribution theory is that leaders make responses to their followers based on their inferences about them. It is worth noting that leaders cannot make inferences that will not determine their response to their followers (Martinko et al., 2007). Ostensibly, the leaders give the answers regardless of the external and internal factors, or even circumstantial ones, depending on the inferences they make from the followers.
Additionally, the attribution theory determines how leaders and followers decide on their successes and failures. Individuals canassess their success and failure by looking at what factors contribute to their success or failure (Martinko & Mackey, 2019). Therefore, these factors can be internal and external, a factor that can incorporate the influence of others in their own lives. Thus, the theory establishes that the attribution to success or failure is influenced by internal, external, and circumstantial factors.
How an organization might positively be affected by a leader’s attributions
An organization can be affected positively by a leader’s attributions in many ways. First, the influence and perception of the employees in a positive manner based on the observations and attributions of the leaders may contribute to employee performance. Employees tend to stay motivated when the leaders make positive attributions regarding their efforts in delivering various tasks and assignments (Martinko et al., 2007). As a result, the employees are challenged to improve their output and even encouraged to foster personal growth and development in their career path. Notwithstanding, positive attributions lead to motivation, as the employees feel valued by the leaders. Thus, this contributes to high employee output, a factor that leads to growth in the organization.
On the same note, the employees could be recognized by a leader’s attribution and thereby accurately placed within the organization based on these attributions. The attributions of a leader may enable the organization to establish persons that are well-fitted to occupy various positions within the organization(Martinko & Mackey, 2019). Articulately, this is important since the organization will be able to identify and recruit individuals with experience who are suitable to occupy and take on various tasks (Bratton et al., 2021). Thus, this leads to the division and specialization of labor, a factor that can improve the delivery of the organization’s services and goods. Furthermore, this leads to value addition, as the organization will have individuals who are up to the task. Notably, through attributions, a leader can establish the employees’ strengths and weaknesses, which is crucial in identifying ways to balance the employees’ emotions within the organization (Martinko et al., 2007). As a result, this leads to better performance by the organization, a factor that fosters the growth and development of the organization.
Equally, an organization can be affected positively by a leader’s attribution by creating a motivating environment for the employees. An effective leader will provide the proper motivation and encouragement to employees while being aware of each individual’s needs and concerns. These leaders will ensure that their employees have a sense of belonging in their organization. This is done by understanding and meeting their employees’ needs while empowering them to take the initiative in their work (Martinko et al., 2007). The leader can create a positive attribution by encouraging people to do well and rewarding them when they do so. These rewards are not necessarily monetary; they can be praise or even an opportunity for advancement within the organization. This will allow employees to feel that they are an essential part of the organization, leading to higher performance and greater productivity (Martinko & Mackey, 2019). Leaders need to remember that their people are the ones who make all of the work possible. Without them, there would be no company at all.
Moreover, a leader’s ability to influence others is one of the most critical ways in which they can affect organizational performance. For example, if a company decides to move from one location to another, it will have much more success if its employees are pleased with the new facility than if they do not like it. The same holds true for customers who buy products from a company. Managers and leaders must be aware of their role in creating a culture of trust (Ehnert & Harry, 2012). This can be accomplished by listening to what employees say and understanding their perspectives on the work environment. When managers understand how they are perceived, they can take steps to improve that perception by showing concern for employee needs and providing opportunities for growth within the organization (Martinko & Mackey, 2019). If the people feel like their work is appreciated and that they are valued members of the organization, they will be more likely to perform at a high level. This can lead to increased productivity, which is good for both the employee and the company as a whole.
In addition to providing proper motivation, an effective leader will also offer opportunities for growth and development within the organization. This ensures that each employee has the opportunity to succeed while also helping them deal with any concerns they may have about their future prospects (Martinko & Mackey, 2019). Influentialleaders will also take the time to manage their employees properly. This means they are aware of their strengths and weaknesses and try to help each employee develop these characteristics. In addition, influential leaders will provide proper guidance in times of crisis as well as during periods of growth and expansion (Martinko & Mackey, 2019). A leader must also communicate effectively with their employees. This includes providing them with clear instructions and regular updates on their progress and the organization’s goals. An effective leader will also be able to listen carefully to the concerns of each employee, while at the same time being aware of anypotential conflicts between them, thus leading to cooperation within the organization. This factor will contribute to high performance within the organization.
Furthermore, if employees have faith in their leader’s abilities and respect them for their accomplishments, they will be more likely to put forth their best efforts and perform at high levels. In addition, if employees believe their leaders know what they are doing and have good plans for achieving success, they will feel more confident about working hard under pressure. Similarly, when people trust their leaders’ decisions and opinions on how things should be done, they also tend to follow suit with enthusiasm (Lawler & Mohrman, 2003). Finally, if employees believe that their leader has a clear vision for the future and is capable of helping them achieve this vision, they will be more willing to go above and beyond to help them succeed (Taylor & McGraw, 2006). As such, the leader’s attribution will be the basis as t why the employees will work to achieve success and enable the organization to achieve its mission, thus leading to high performance.
References
Bratton, J., Gold, J., Bratton, A., & Steele, L. (2021). Human resource management. Bloomsbury Publishing.
Ehnert, I., & Harry, W. (2012). Recent developments and prospects on sustainable human resource management: Introduction to the special issue. Management revue, 221-238.
Ferris, G. R., Hall, A. T., Royle, M. T., & Martocchio, J. J. (2004). Theoretical development in the field of human resources management: Issues and challenges for the future. Organizational Analysis (15517470), 12(3).
Lawler, E. E., & Mohrman, S. A. (2003). Creating a strategic human resources organization: An assessment of trends and new directions. Stanford University Press.
Martinko, M. J., Harvey, P., & Douglas, S. C. (2007). The role, function, and contribution of attribution theory to leadership: A review. The Leadership Quarterly, 18(6), 561–585.
Martinko, M. J., & Mackey, J. D. (2019). Attribution theory: An introduction to the special issue. Journal of Organizational Behavior, 40(5), 523–527.
Taylor, T., & McGraw, P. (2006). Exploring human resource management practices in nonprofit sportsorganizations. Sport Management Review, 9(3), 229–251.
