Class activity

Case study 1:
1) Ken was a person who worked with pride in any scenario. His
confidence was harmed by the company's lack of involvement and
genuine interest in his profession, and he felt replaceable. One of the
reasons he left the group, I believe, was his lack of trust.

2) Ken was focused on his job at his firm, but he was dissatisfied since
he had questions about the company's path and there was no incentive
for him to provide comments.

The most demanding business-related disposition in an organization's

workplace is occupation fulfilment. Though sets of expectations are
primarily concerned with a representative's mentality toward his work,
hierarchical accountability is at the level of the association.
In hierarchical behaviour, authoritative responsibility has gained
recognition. When compared to fulfilment organisations, writing is
declining due to technological advancements, particularly in the area of
data innovation, which is increasing the unemployment rate and
putting people at risk of losing their jobs. This component, on the other
hand, encourages hierarchical responsibility and work commitment. As
a result, many firms are having difficulties or do not have a system in
place to retain gifted and talented employees. In such circumstances,
supervisors should place a premium on loyal employees like Ken, who
are motivated and ready to work. Organizations should invest in human
resources to reduce turnover and increase the value of their
employees' skills and education.
3) The company discovered that Ken was really dissatisfied, thus the
company should figure out how to get representatives' loyalty and
responsibility in order to keep their key employees happy. They can get
it by providing a decent workplace and resolving their problems. By
providing input to their representatives, enabling them to remember
them for navigation, strengthening them, and reprimanding them on
how to go about their responsibilities effectively, the organisation may
reduce turnover, increase efficiency, and work on the nature of work.
Representatives who are dissatisfied with the organisation should settle
their difficulties, and the business should focus on their successful
employees, making them feel as if the organisation cares about them.
These are the things that an organisation can do to improve the
workplace in ways that it hasn't done in the past.

Case  study 2:
1) Ralph worked for the organisation for five years when he first
started. His thoughts for executives were negative because he was
slicing away at the opposing side, such as in the organisation, and his
perspective for the administration side was that the administration's
considerations are negative in relation to the organisation and are
uninformed. Ralph disagreed with him and was furious with him,
accusing him of being uninformed about the organisation.

2) Ralph's opinions shifted as a result of two events in the main

episode, in which ralph was accounted for by one of the association's
members. He was enraged by Ralph's badgering. Furthermore, a
labourer arrived three days late for work in the following incident, and
ralph sent him home without compensating him. Workers began to
revolt, and Ralph was approached to come into the workplace and offer
testimony. Ralph saw that the clock in the sheets was missing at that
point. Ralph is unable to establish his credibility without that page.
3) Yes, in the event that someone is in a similar situation to Ralph. His
demeanour would vary because when you worked in a specific office,
you were familiar with their tale and circumstances, but when you went
to another division and investigated it, you became familiar with their
point of view Ralph went through. As a result, if somebody goes
through this, their perspective will change.