Improving Organizational Performance Kyle Petty PSY/428 July 27, 2011 Dr. Jerry Punch Improving Organizational Performance The Airdevils is a stunt organization whose quality of performance has plummeted in past two years. The founder, Celsey, has made some assumptions that the performance decline is a reflection of the heavy recruitment throughout the year and the unfamiliarity between the team members. Celsey was confident that the team members of Airdevils would resolve matters with passage of time; however, after two years the problems surfaced, matters have become worse and the time had come to figure out the root cause of the problems. Celsey administered the Job Description Index (JDI) survey to Airdevils employees and the results reflected a very low-level of job satisfaction, especially the stunt performers (Apollo Group Inc, 2005). The organization, through an outside consulting firm progresses through four phases to address and improve employee’s job performance. In phase one the Airdevils hired Dream Teamworks (DT) to assist in identifying the reason for the low job satisfaction in the stunt performers group. After interpreting the JDI survey DT concluded the cause of low job satisfaction among stunt performers was the lack of exciting challenges in their current job profiles. The main driver for this is the rigid organizational structure that has evolved at Airdevils. The division of personnel into different skills sets meant performers only performed stunts the specialized in and ultimately forced stunt performer into a routine, which is in direct conflict with the risk-taking persona of the adventurous workforce. DT recommended changing employee perceptions through intervention to make the organization more flexible, and to improve job satisfaction levels. Phase two began with selection of several viable interventions within a prescribed budget acceptable to the Airdevils organization. DT selected job design, entering new lines of stunts, performance based incentives, and allowing stunt performers to participate in open competitions as the methods of intervention to improve organizational performance. Improving job design will ensure that the stunt performers concentrate on the core competencies of their jobs and are not forced to something they do not like. Additionally, entering a new line of stunts and providing performance based incentives will have a positive effect performance and show the company is flexible and recognizes employees for their contributions. Allowing employee participation in open competitions would provide better visibility for the stunt performers, allowing him or her to show case individual skills, and will provide a means of recognition (Apollo Group Inc, 2005). DT selections would not have been enough to increase the stunt performer’s job satisfaction. Specifically, selecting performance based incentives and entering new line of stunts as an intervention were not the best choices because neither addresses the basic psychological concerns of the stunt performers. Stunt performers are not focused on the money, most performers want to perform a variety of stunts to demonstrate personal skills and enter new stunts into the line-up to provide innovative routines. Although viable, both the performance based incentives and entering new stunts into the line-up are extremely costly to the organization. DT provided new interventions and the organization immediately demonstrated a marked increase in employee performance. Rolling into phase three Celsey believes the future of organization lies in the stunts consultancy. DT assisted by developing and selecting an informal group of three people from within the organization to test this idea. The concept is this group will start by preparing innovative stunt plans for current Airdevils customers. If the customers like these plans and are willing to spend extra for stunts consultation the organization will form a separate consultancy division (Apollo Group Inc, 2005). Celsey selected seven potential candidates for DT to choose from in development of a high performance group of three employees. Through assessment of absolute skills and emotional stability of the seven employees DT down selected the personnel that scored highest in both areas. This selection process of selection would yield a group with a low-level of interpersonal conflict. However, failure of DT to review colleague’s comments on each of the seven employees led to selection of three personnel that do not share similar personalities and attitudes. This group would not have performed well, given the inherent personalities in terms of attitude and personality. DT went back to the drawing board and selected three employees with a mixture of varied experience, high absolute skills, high emotional stability, like personalities, and attitudes. Re-selecting the three person team ensures the proper formation of a high performance team to purse the viability of the Airdevils stunt consultancy division. Phase four for the DT focused on assessment of an internal report generated by a Crew Manager of Airdevils. DT will provide suggested measures to solve the problems identified in this internal report. In the report the focus is the support crew members who form around 20% of the Airdevils workforce and DT will provide suggested measures to solve identified problems. Most of the support crew members are aspiring stunt professionals; however, incidents of absenteeism among support crew members has increased. As a result, there have been cancellations of stunt routines and customers are not too pleased with the Airdevils organization. DT interpreted the report and concluded the root cause of absenteeism is indicative of stress support crew members are dealing with as employees of Airdevils. DT solution for reducing stress among support crew members was implementing several measures designed to minimize stressors. Stress-Inoculation training will allow employees to alter the appraisal of their work environment and actively recognize stressors (Apollo Group Inc, 2005). Selecting a code of conduct, modification of team structure, providing transportation services to crew members, and allowing flexible work schedules were correct choices as measures to reduce stress. Defining a code of conduct and modification of team structures will ensure the fair treatment of crew members by the stunt performers. These actions will raise self-esteem and reduces mental stress. Providing transportation services and allowing flexible work schedules among employees will address employee expectations and will allow better organization of employee’s personal lives (Apollo Group Inc, 2005). These measures will also increase productivity and minimize absenteeism to some extent. The DT selection of moving high performing temporary hires to permanent positions was a poor choice. This is because of the fact it only benefited a few employees and could have led to more stress among the larger group not put onto the permanent payroll. Re-consideration by DT led to a better selection of software training for employees relieves anxiety by crew members and improves the efficiency of the organization. Upon implementation of these results the Airdevils organization demonstrated a sharp decline in the indicators of stress among support crew members. Based on the Airdevils situation illustrated in the simulation, the job characteristics theory of employee motivation will increase productivity and organizational performance (O’Brien, 2011). This is perfect for this situation presented in the simulation because it deals with tasks an employee must complete as a stunt performer (Britt & Jex, 2008, pages 239-245). The job satisfaction of stunt performers in Airdevils organization is low because of the routine performances and using this theory modifying the stunts will result in an increase in job satisfaction from the employees. Based on the results of the Airdevils simulation the knowledge of human behavior, cognition, and affect can enhance relationships within the organization. Specifically, “it helps enhance relationships in the workplace because conflicts can be avoided through preparedness and knowledge of the employees” (Gantly, 2010, Organizational Psychology Concepts in Business, para. 3). Using this knowledge skill set within the organization, building effective teams is easier and teams perform at a higher level while solving problems. Based on the discoveries from the Airdevils simulation organizations can reduce workplace stressors for employees in several ways. Defining the stressors within organizations for employees is extremely important and is the initial step an employer must take. Ultimately fixing the problem that induces stress is the goal; however, providing employees with a way or method of dealing with stress is important to reduce stress and could provide assistance in avoiding problems in the future within an organization (Gantly, 2010). The Airdevils organization progressed through four distinct phases to bring positive change to the employees. The utilization of organizational psychology with the employees of Airdevils allowed the unit to solve internal problems, develop strong professional teams to pursue new concepts, and promote a stress free environment for employees (Gantly, 2010). A combination of lessons learned, implementation of positive measures and a better understanding personnel within the Airdevils will ensure improvement in organizational performance across the entire company. References Jex, S. M., & Britt, T. W. (2008). Organizational Psychology A Scientist-Practitioner Approach. Chapter 8, Introduction to Organizational Psychology. Retrieved from The University of Phoenix eBook Collection database. Gantly, S. (2010). The Roles of Research and Statistics in Organizational Psychology. Associated content from YAHOO. Retrieved from http://www.associated.com
Apollo Group, Inc. ( 2005). Leveraging Psychology to Improve Performance. Retrieved from University of Phoenix, PSY428 website.
O’Brien, G. (2011). Evaluation of the Job Characteristics Theory and Performance. Australian Journal of Psychology, 34( 3), 383-384.