ORGANISATIONAL BEHAVIOUR

Q.1

INTRODUCTION

Job Description

In the recruitment process, job descriptions are a fundamental part of it. As a result, eligible
applicants know what to expect from them and potential employees learn about the position and
the organisation. Finding the resources and time to write accurate and engaging job descriptions
is worth the effort.

Job Specification

The work description is an important aspect of the overall job description. It tells you what sort
of person you need to hire for the position. The definition and meaning of a job specification in
human resources management is as follows:

 Specification is a declaration of qualifications and traits that must be met by an employee

in order to successfully complete the job assignment. From job analysis, it is used in the
selection and recruiting of employees...  

CONCEPT

Job Specification

Specifications for a job, or employee specifications, are written statements of educational

credentials, particular traits and levels of experience necessary to do a job, as well as physical,
emotional, technical or communication abilities required to execute the work.

A Statement of Job Specification

Defining the information, skills, or abilities needed to do a job is the purpose of a job
specification. It's a written or spoken declaration that outlines the minimal requirements for a job,
including the requisite degree of education, training, experience, judgement, and other qualities.

Differences between a job description and a job specification:

Content:
A typical job description includes information such as the title, location, duties, and
responsibilities of the position.

In a job description, an individual's education and experience, as well as their emotional

characteristics and mental capabilities, are listed.

Measures:

As the name implies, job descriptions track the duties and obligations that come along with a
given role in the workplace.

A job description is a list of the skills and abilities required to execute the job.

Fig.1. Job specifications components

Job Description

A job description is just a written description of a certain job. Roles, duties, responsibilities, job
obligations, and working circumstances are all included, as well as the title of the position and
the name of the person to which the input data. Essentially, a job description (JD) is a written
textual statement that outlines the overall obligations of the position, as well as the specific
functions and roles that are assigned to each employee.

A statement of job Description

There are several benefits to using a job description to describe a position's duties and
responsibilities in straightforward terms... In this document, you'll find out who does what, how
it's done, and how often it's done in relation to the institution's mission and goals. Job
descriptions are useful for a wide range of tasks, including calculating compensation, completing
background checks, and more.

Fig.2. Job Description

As an employee, you may use the job title as a reference point to improve your performance at
work. In the same way, a supervisor may use a job title as a gauge to see whether an employee is
fulfilling their responsibilities.

Among the talents that potential employers search for are the following:

 Communication skills
In today's competitive job market, employers recognise the importance of excellent
communication & actively seek candidates who possess this talent. It's critical to
demonstrate your expertise in this field orally, physically, and writing. Before sending an
email, double-check to make sure you're being precise and succinct in your message.
 Honesty
 Employers look for honesty in their employees. In order to get a job, some people would
inflate their credentials. Even if your dishonesty helps you advance in the employment
process, you will never regain the confidence of your future employer once they find out.
 Dependability

During the interview process, you may demonstrate that you possess a crucial work trait: the
capacity to follow through on commitments. Complete projects on time to demonstrate your
dedication to meeting deadlines.

 Teamwork

Despite the fact that not every position necessitates teamwork, businesses prize individuals who
are able to work well with others. Interviewers are likely to inquire about your interpersonal
skills, so prepare properly with a tale that demonstrates your capacity to compromise and work
as part of a larger group.

 Flexibility

Employers are looking for workers that able to adapt to new situations. Demonstrate your
adaptability by demonstrating your ability to handle new challenges and circumstances. You may
also demonstrate your ability by identifying and implementing solutions to problems.

 Self-reliance

Employers want for proactive employees, and it's a trait that may be easily shown. Make sure to
inquire about the responsibilities you'll be expected to do throughout the interview process. In
this way, it will seem that you've paid careful attention to the job description.

 Eagerness to learn

If you're looking for a job, it's a good idea to show that you're interested in learning new things.
Having a passion for learning shows that you are self-aware and modest, realising that there's
still more to learn...

Responsibilities and Duties

Outline the primary duties of the job. Check to ensure that your list of duties is both
comprehensive and succinct. Highlight any responsibilities that may be specific to your
company. Include this information in your job description if you're looking for an "Event
Management" applicant who has experience using social media to promote events,

CONCLUSION

Both the job description and the job specification are critical for companies looking to recruit
competent employees. In order to guarantee that the proper person is recruited for the position,
well defined job descriptions or job requirements need to be in place. Employers may use job
descriptions to discover the best possible applicants for their open positions. For example, it
defines the work criteria and the many duties that a person may be allocated to do.

Position specifications, on either hand, play an important role in establishing the requirements
for a job. This guarantees that only people who are qualified for the position will apply for it. As
an added benefit, organisations may use this data to assess and improve the effectiveness of their
workforce.

Q.2

INTRODUCTION

When companies are seeking to embrace a more resource-centric vision of organisational

success, managing employee productivity is one of the most important factors. A firm's
competitive advantage may be increased by combining HRM practises with organisational
objectives and strategy. The importance of managing employee performance in the context of
wider company objectives cannot be overstated. Managing employee performance holistically is
critical for service companies that place a high value on people, as we've discussed often.

Employees are the driving force behind a company's success. Then it should unsurprising that the
everyday performance of the staff has a significant impact on a company's successes or failures.

Fig.2. Employee Performance

Employers in today's market need to develop new strategies to retain and motivate their
workforces in order to remain competitive.

CONCEPT

Personal interaction between co-workers and supervisors when working from home:

During the epidemic, technology has taken centre stage since internet apps have allowed people
and businesses to continue their daily routines. Currently, there is a great deal of conjecture
about the long-term ramifications of Covid-19 in the field of Information Systems/Management.
Companies and workers have successfully adapted working habits so that they may operate
remotely utilising collaboration solutions such as Microsoft Project or Zoom after the first period
of acute fear and significant change.

Surged use of video conferencing programmes such as Zoom has led in a shift in working
methods as a consequence of the lockdown in Bangalore, India, where internet traffic has
increased by 100 percent and the use of video conference applications such as Skype has
increased ten-fold. The widespread availability of video conferencing solutions suggests that
most consumers would have not encountered significant difficulties. Video
communications/conferences, according to Kodama, have the potential to be a high-potential
medium of communication that is effective for delivering picture information and human
emotions. Aside from the lack of study on IT software functions like video conferencing, the
author says that more research should be done into their influence on social and business
domains. This is important because collaboration systems have a direct impact on an
organization's operations, information-sharing amongst workers, knowledge generation, and new
product development (Kodama, 2020).

Establish structured daily check-ins

Continuous one-on-one meetings have become a common practise in many workplaces.

However, finding a happy medium between regular feedback and micromanagement may be a
challenge.
Managers and employees both benefit from regular check-in meetings, which may lay the
groundwork for a positive working relationship and increase employee engagement and
productivity.

Rules of engagement

 Rules for Supervisors

Employees should know exactly what their supervisors expect of them. Workers are more
productive when they know exactly what they're expected to do and how the organisation
expects them to do it. It is important for employers to keep tabs on their employees' performance
on a frequent basis. Both favouritism and discrimination are unacceptable in the workplace.
Workplace sexual harassment and intimidation should not be tolerated by employers.

 Rules for Employees

Employees who have an issue with their supervisor should not speak about it behind their boss's
back, since this will only cause confidence to drop. It's preferable to bring up the issue with your
supervisor. Employees are required to carry out their responsibilities. Theft, harassment, or
taking credit for others' labour are all unacceptable behaviour in the workplace.

 Provide opportunities for remote social interaction

 Work connections become more than just a means of communication.

 Increased collaboration between teams and individuals
 Employees believe that management is friendly
 Co-workers show concern for one another.
 As a result, employees have a sense of belonging.
 Events like birthdays and promotions are marked with celebrations.
 Fun is instilled in the participants
 Employees help each other out if they need it.

How is Employee performance measured?

Because every job has its own unique set of responsibilities, the criteria used to assess the
performance of workers will change according to the industry in which the organization and its
employees operate. However, the most common approaches to measure performance are as
follows:

 Quality of work

The quality of one's work is a good measure of one's ability Are staff putting forth their best
effort to guarantee that their work is of a good standard Is the company meeting its goals The
quality of their work serves as the starting point for assessing their overall performance

 Speed and efficiency

How does this compare to your expectations when it comes to the amount of work your staff
perform on a weekly monthly or quarterly basis The answer to this question is a resounding "it
depends " The goal of producing work rapidly necessitates cutting corners Your company's
efficiency is a direct result of maximizing output at the lowest possible cost therefore it's
important to keep this in mind

 Trust and consistency

You should ask oneself if you can put your faith in your personnel to produce an excellent job
and deliver their work on time What is their level of autonomy and how frequently do you feel
the need to step in and help them out Do they consistently reflect the ideals of the company No
they're not always on time and they're not always present It is possible to trust high performing
staff with autonomy and expect them to continue producing good.

CONCLUSION

Telecommuting was first proposed as a way to save money time and the environment decades
ago now thanks to a slew of technology advancements millions of people are able to work from
home every day allowing them to spend more time with their families and allowing their
employers to save money

A person's ability to earn a living used to require them to spend hours a day in their car
sluggishly making their way into their employer's workplace A worker's productivity job
happiness and wellbeing were negatively impacted by the commute To unwind and take care of
personal matters after a typical workday most individuals got into their automobiles sat in
congestion for a few more hours and then drove home That situation has been altered”

Q.3.a

INTRODUCTION

 Learning Theory

The area of organisational learning encompasses a wide range of disciplines, including

sociology, psychiatry, philosophy, or business management. It's important to note that there is no
single definition for this notion, however the organisational learning theory is generally referred
to as the process of developing, maintaining, and exchanging knowledge inside an organisation.
A shift in an organization's behaviour and performance might be seen as a sign that the
organisation has learned from such an experience, according to this approach. In the theory of
organisational learning, one of most significant ideas is that people learn from our failures.

Fig.3. Learning theory

CONCEPT

There are two ideas on how an organization's behaviour might be evaluated from an internal and
external perspective. We'll go through both theories in great depth in this tutorial. Incentive
programmes are a frequent sort of positive-reinforcement strategy. They're a formal plan
intended to promote and encourage specified activities, behaviours, and results from workers
over a specific period of time. Increased staff morale and productivity can be achieved through
the use of incentive programmes to reduce employee turnover.

Learning theory

 Behaviourism
 Cognitivism.
 Constructivism
 Humanism.

a. If employees need to learn certain model behaviours demonstrated by leaders,

which learning theory should Nikita select for faster results?
When we talk about learning, we're referring to a process that involves acquiring new
information and integrating it with what we already know as well as what we've been
exposed to in our lives and the world around us. To get the best outcomes, Nikita should
focus on cognitive psychology as his primary learning theory. As opposed to the
behaviourists' conception, which sees employees as a collection of responses to external
stimuli, the new concept sees them as computers. Cognitive psychology, unlike
behaviourism, focuses on complex mental events. Because of the rise of computers as
information-processing devices, the hypothesis was damaged. Learners are information
processors who absorb material, conduct cognitive processes on it, and store it in
memory. Learning is described as the knowledge acquisition in cognitive science.
Consequently, it will be the ideal method for employees to acquire specific model
behaviours demonstrated by their leaders.

CONCLUSION

The education cycle, how people learn, and epistemological principles were covered in this
chapter. This provides a framework for thinking about the different organisational theories of
learning discussed, such as the philosophy of needs theory or motivation. Furthermore, the
influence of behavioural knowledge on organisational ideas and their interpretation was
examined. Scientific teaching is based on a concept of learning and teaching that is grounded in
epistemology. The ideas of cognitivism, constructivism, or connectives are useful in explaining
the behaviour of learning organisations. An organization's managers and leaders can benefit from
applying these theories to their work by better understanding their direct reports or subordinates.
A more self-aware & effective leader in an organisation can be gained with knowledge or an
understanding of several theories of organisational learning.

Q.3.b
INTRODUCTION
When an organism's current behaviour is followed by an and certain stimulus, reinforcement is
used in behavioural psychology to strengthen future behaviour. As a result of this strengthening,
there may be an increase in frequency, duration, magnitude, and force, or a reduction in latency.

CONCEPT
Reinforcement: is an effort to cultivate or enhance favourable traits positively and negatively
reinforcement are 2 types of organisational behaviour

Positive reinforcement: reinforces and improves behavior through the use of positive incentives
There are two types of reinforces primary and secondary Water and food are two of the most
important primary reinforces

Fig.3. Reinforcement Theory

Behavior Modification
Behavior Modification is just a multi-pronged approach aimed at reducing or eliminating a
particular problem behavior.
To learn how to respond appropriately to any given input, a person can use an integration
projects of wrong or right outcomes. This technique is divided into several branches, each of
which uses a separate set of procedures that have been refined over time.

Factors that can alter reinforcement include:

 Satisfaction: the degree to which a person is satisfied.

 Immediacy: How quickly a desired behavior is followed by a reward is called
"immediacy."
 Size: The size of a rewards and punishments will have a significant.

b. How does learning through reinforcement bring about behaviour modification in

employees?

In the workplace, you typically have one of two methods: behavior modification or behavioral
self-management, based on the aforementioned ideas and methodologies. Both systems are based
on the same learning principles. We'll go over both of these methods because they've gained a lot
of traction in the workplace. Behavior modification has both positive and bad aspects.

Operant conditioning principles are used to mound human behavior into conformance with
desired norms established by superiors. Organizations of all sizes are now using behavior
modification techniques. Generally speaking, positive outcomes are reported. The technique is
being considered as a managerial tool to boost productivity and cut costs.

Behavior modification is more of a strategy for motivating employees than a philosophy of work
motivation because it focuses on modifying behavior. A detailed model of the many personal and
work-related variables that influence motivation is not included here. As a result, it has become
popular among some managers because of its emphasis on motivating employees. Even so, we
ought to be wary of blindly accepting any method unless we've thoroughly examined the model's
assumptions. If a model's assumptions seem to be shaky or inapplicable to a certain situation or
organization, its usefulness is plainly in question. "

CONCLUSION
Having the ability to lead a filled attractive lifestyle is commendable. A person's psychological
and social features don't always come naturally to them. The degree to which a person's
behaviour has to be changed varies. Cognitive Behaviour, Emotional Intelligence, Peer
Influence, Stress Coping and Emotional Intelligence, Distress Coping and Peer Influence.
Strategies for altering an individual's behaviour are known as modifications. Learning theory and
behaviour modification approaches should be taught by teachers who serve as role models for
their students.