Contents

Name of the author:....................................................................................................................2

Title of article:............................................................................................................................2
Title of journal, volume number, date, month, and page numbers:...........................................2
Statement of the problem or issue discussed:............................................................................2
The author’s purpose:.................................................................................................................3
Approach or methods used:........................................................................................................3
Hypothesis:.................................................................................................................................4
Major conclusions:.....................................................................................................................4
2.0 Identify and discuss OB models and theories......................................................................5
2.1 Journal 1...........................................................................................................................5
2.1.1 Change management.................................................................................................5
2.1.2 Model: Lewin’s three step model of change.............................................................5
2.1.3 Leadership.................................................................................................................6
2.2 Journal 2...........................................................................................................................6
2.2.1 Positive organizational behaviour: self-efficacy, optimism, and hope.....................6
2.2.2 Diener and Subjective Well-being Theory................................................................7
2.2.3 Goal Regulation Strategies........................................................................................7
2.3 Journal 3...........................................................................................................................8
2.3.1 Communication.........................................................................................................8
2.3.2 Motivation.................................................................................................................8
2.3.3 Perception..................................................................................................................8
2.3.4 Task performance......................................................................................................8
2.3.5 Human resource management...................................................................................8
2.3.6 Group cohesion.........................................................................................................8
3.0 Similarities...........................................................................................................................9
3.1 Competitiveness...............................................................................................................9
3.2 Perception of Employee’s on the Training Program........................................................9
3.3 How to Evaluate the Training and Development...........................................................10
4.0 Conclusion.........................................................................................................................11

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Name of the author:

Journal 1: Simon Taylor

Journal 2: Timo Lorenz, Daniel Schulze, Julia Schorlemmer
Journal 3: Chew Yin Teng

Title of article:

Journal 1: Organizational Behaviour, Leadership and Change

Journal 2: Positive organizational behaviour
Journal 3: Achieving organisational prosperity through employee motivation and retention: A
comparative study of strategic HRM practices in Malaysian institutions.

Title of journal, volume number, date, month, and page numbers:

Journal 1: International Journal of Housing and Human Settlement Planning

Volume number 4, 13 April 2018, Page numbers – 1-16
Journal 2: Longitudinal effects on subjective well-being, (no volume number), June 22, 2018,
(No page numbers)
 Journal 3: Research and practice in human resource management, Volume number 13, 2005,
page numbers 87 – 104  

Statement of the problem or issue discussed:

Journal 1: This study is how to judge moral standards or decisions of ethical behaviour is an
important question to the relativist perspective. This would hold that each person’s individual
values are valid and the decisions they make about behaviour are also. However, the law in
society acts as an absolute in terms of judging behaviour.
 Journal 2: This journal discusses the relation between happiness and well-being, learn the
mechanisms which increase well-being relevant in the workplace, as independent individuals
and organizations.
 Journal 3: This study is compared how strategies for human resource management activities
from different country origins are implemented in Malaysian companies to motivate and
retain talented cadres. The findings reveal there were significant differences across the study
countries. Moreover, the study results demonstrate that, while an attractive pay package is
effective in manifesting job motivation, complementary strategic human resource practices

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are profoundly important in reducing staff turnover. These findings are discussed in terms of
the other application aspects of well-integrated human resource practices.

The author’s purpose:

Journal 1: The author’s purpose is to show perceptions and understanding in organizations

through three aspects of their behaviour; Change management, Structure, Communication.

 Journal 2: To show how happiness and well-being co-related with well-being in the
workplace.

Journal 3: To show how the strategic HRM activities from the different country origins are
implemented in the Malaysian companies to motivate and retain talented cadres.

 Approach or methods used:

Journal 1: The author’s purpose is to show perceptions and understanding in organizations

through three aspects of their behaviour; Change management, Structure, Communication.
Three case studies of organisations are used throughout this paper to show practical examples
of the points made. These are; Oticon, Amazon, Cordia LLP. Specific points identified within
the assignment are: Realism, relativism and perception are part of the processes that explain
how the world and knowledge is viewed.

Journal 2: Using participants and procedure, measures (Generalized Self-Efficacy Scale,

“Affective valence of future time perspective” scale, Hope Scale, Positive Affect Negative
Affect Scale, Satisfaction with Life Scale and General Depression Scale), control variables,
and data analysis.

Journal 3: In particular, the recruitment and selection, salary and compensation, fringe
benefits, training and development, and performance appraisal system and promotion and
succession planning will be examined. Initially, face to face interviews were conducted with
each manager, often in the manager’s office. Later, engagements were undertaken with
electronic facilities. To avoid inter tensions and to encourage genuine information
transference the interviews were not recorded, but field notes were undertaken.

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 Hypothesis:

Journal 1: 
Journal 2: Happiness and well being are correlated with each other.
Journal 3: Competitive pay packages is related to job motivation

Major conclusions:

Journal 1: In sort, Perception of what is real and what is not depends on each individual, their
viewpoint/ background/ experiences. This can be applied to history, theories and
organisations. The behaviour that shapes organisations is itself influenced by perceptions of
what is real and what is not. This can determine the very existence and success of
organisations. The vision for an organisation’s future reality by a founder or a Chief
Executive and the implementation of those visions has proven successful for those
organisations such as the founder of Amazon Jeff Bezos.

Journal 2: Major conclusion is self-efficacy and optimism has a positive effect towards
individual well-being while, optimism and depression have a negative effect.

Journal 3: This influence has translated into the HR activities that show some commonalities
and many differences in enhancing employee organisational linkage to achieve organisational
prosperity.
 

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 2.0 Identify and discuss OB models and theories.

2.1 Journal 1

2.1.1 Change management

Change management could be identified based on “Organisational Behaviour,

Leadership and Change” journal. Change management is a practice that directs how we plan,
educate and encourage people to change effectively in order to drive organizational
performance and results. The overarching goal of change management is to make a great
difference in the way that business is done in order to satisfy the demands of a changing
customer climate. Change management provides a systematic solution to encouraging people
in an institution to switch from their present state to their potential state, called
transformation. When organisations implement initiatives or strategies to enhance their
results, take advantage of new opportunities or solve core challenges that also need
improvement. The key categories of improvements in organisations are also attributed to
people's behaviour, people's attitudes and values, corporate culture or organizational
structures such as: purpose, vision and objectives, organization culture, procedures, rules and
advisory firm, technologies or goods, marketing and customer interaction.

 2.1.2 Model: Lewin’s three step model of change

 In this case, it can be seen that Lewin’s three step model of change is the most
applicable. The first phase, Unfreeze, includes planning the organisational for transition, and
tearing down the power structure in the existing state results in a new way of doing things can
be built up. The second step, Move, is to take steps to get people to accept change through
engagement and encouragement, and to make change succeed in bringing people to see how
it can affect them. In this phase, behaviour research should be used as an approach to take
into consideration all the factors at work and to define and review all the options available.
This repeating approach to analysis, change and further research allows organizations and
people to transition from a less suitable to a more acceptable range of behaviours. The third
stage, Refreeze, aims to strengthen improvements and maintain stability in the company and
ensure that new patterns are reasonably secure from relapse.

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 2.1.3 Leadership

Leadership can be described as a phase by which an individual induces a team to

accomplish mutual goals. Leadership type is essential to the transition phase in corporate
change. Transactional managers are interested with incentives and penalties for employees in
order to promote the success of the company and truly revolutionary leaders are dynamic,
inspiring, professional and personalized qualities. This kind of leadership recognizes partners
for the implementation of transformation. Stakeholders (departmental administrators,
employee members and senior executives) should promote change and provide wide ranging
assistance to increase the likelihood of success and minimize the risk of opposition in the
reform process by posing, "Who is to win or benefit from change?" And this is going to
construct a connection and have a useful impact.
2.2 Journal 2

2.2.1 Positive organizational behaviour: self-efficacy, optimism, and hope

         Follow the view of positive psychology that “good things in life are as real as bad
things and therefore deserve equal attention” (C. Peterson, 2006: 4).
The recent emergence of active organizational behaviour (POB). Just as positive psychology
does not claim to discover the importance of positivity to people, POB also recognizes that
over the years, there are many positive ideas in organizational research, such as positive
affect (PA), positive reinforcement, procedural.
  Justice, job satisfaction and commitment, pro-social and organizational citizenship
behaviour, core self-assessment and many other aspects. On the contrary, positive
psychology, now applied in the workplace in the form of POB, is just an attempt to re-
emphasize the importance of positive methods (rather than revolution or paradigm shift).
         Although the recent positive emphasis on organizational behaviour is based on
traditional theoretical construction processes and research methods, it is still trying to study
new or at least relatively unique positive mental resource abilities relative to the workplace.
So far, through this active workplace approach, POB has at least two parallel but
complementary main development trends.
         After first providing the specific meaning of POB as the basis of this research and the
difference between it and other positive methods, attention turned to three important positive

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mental resource abilities that meet the defined POB criteria: hope, optimism, and resilience.
After discussing the reasons for choosing these three resource capabilities and their
theoretical development, the concept was conceptualized.

 2.2.2 Diener and Subjective Well-being Theory

Both the quality of life and job satisfaction affect subjective well-being. The Diener and
Subjective Well-being Theory is important in the 21st century. The theory illustrates that
there is a sign of highest subjective well-being between friends and family with their
commitment in spending time with them (Moore, 2020). In addition, optimism influences
feelings and how people actively try to overcome or solve a problem, obstacles, and
challenges, thereby affecting their subjective well-being. While Diener emphasizes four
central ingredients that improve the quality of life in a happy life (Moore, 2020). Firstly, in
the workplace, work hard and achieve organizational goals to obtain extra commission where
it is a psychological wealth allowing us to enjoy a happy life. Furthermore, establishing
strong family relationships and a healthy lifestyle would increase happiness. A conversation
with family and friends can improve our emotions as it is impossible for someone to be
intensely happy all the time, thus realistic expectations must be set for happiness. For
instance, when facing financial challenges, we should watch our budget. The last ingredient is
positive thinking which was an essential aspect of well-being (Cable, 2013). Positive thinking
can make us be optimistic and avoid negative thinking (Fallon, 2020). It also changes the
thought process and creates new thought-pathways in life that enhance the quality of life. In
general, things that make an individual happy does not necessarily make other individuals
have the same feeling hence, a high subjective well-being will change according to an
individual's experience and behaviour.

2.2.3 Goal Regulation Strategies

          It is believed that goal regulation strategies are a possible mediator between optimism
and well-being, especially flexible goal adjustment. Due to restrictions in a situation, flexible
goal adjustment will act as passive accommodative coping that is adjusted in order to obtain
desirable conditions. Flexible personal goals management is associated with well-being in
which will affect the chronic illnesses patients on their quality of life and well-being. It also
increases the level of self-esteem among older people that are flexible as they refer to their
past experience and will eliminate old goals and apply on a new goal in order to adapt with

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the situation. They also tend to have a high satisfaction in life as they are more optimistic
while facing a difficulty (Heitnitz, et al., 2018).
2.3 Journal 3

2.3.1 Communication

The study shows that the employee organisational linkage could be enhanced through
meeting the intrinsic and extrinsic needs of the individual as well as the organisational needs.

 2.3.2 Motivation

Performance based promotions play a crucial role in staff retention and job motivation in that
they may satisfy the achievement, affiliation and recognition needs of individuals. The
deployment of performance-based pay and promotion practices has also brought Company A
positive work environment.

 2.3.3 Perception

Provide employees with a sense of comfort in that their career advancement and family
welfare are considered. This organisational concern for employee welfare such as succession
planning, sophisticated developmental training, fairness management, redesign,
customization of benefit scheme, comprehensive medical benefits for family.

 2.3.4 Task performance

Would identify the degree of correspondence between needs of applicants such as qualities,
work attitude, reward expectation and organizational reward systems and values.

 2.3.5 Human resource management

The study companies managed organisational fairness through HR activities to demonstrate

that the employee perceptions of organisational fairness are related to their willingness to
engage in OCB.

 2.3.6 Group cohesion

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The company's strategic integration of complementary HR practices for achieving optimum
results such as emphasis was observed in creatively designed and integrated HR activities to
improve and cement the link between the organisation and the employee.

3.0 Similarities     

3.1 Competitiveness    

Based on the above three articles, we can understand the ways in which the topics
discussed in Article 1 change leaders and companies. Article 2 is about how well-being and
happiness are related to happiness in the workplace, while Article 3 is about how to
implement strategic HRM activities from different countries in Malaysian companies to
motivate and retain talented cadres.
The difference between these three articles is that the first article explains how a
leader can better lead the entire company, and how to change the leadership style of the
company's leaders, so that the entire company can operate more smoothly. The second article
is about employee welfare. It explains how the company makes employees feel happy when
they work in the company, so they work harder. Finally, the third article explains the
company’s method of retaining talents for employees. If a company does not learn to know
how to be responsible and manages well, it will not only gradually drain talents, but if it
accidentally transfers talents to competing companies, not only will it affect the company's
performance, it will also make the company's competitiveness worse.
                                                                                          
3.2 Perception of Employee’s on the Training Program           
         
Organizational prosperity is achieved through evaluation and job value, compensation
plans based on competitive performance, customized fringe benefits, development and cross-
functional training, fair and transparent PA, and close integration based on employee choices.
Performance improvement. Investment with good guidance in training may produce better
long-term results than short-term training for specific positions. As employee dissatisfaction
increases, the company may need to increase fringe benefits while "opening up" more
opportunities for promotion to senior management.

          

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3.3 How to Evaluate the Training and Development  
                      
Based on the three journals, we can see that in journal 1 they can evaluate their training and
development by changing management where it will encourage and motivate employees and
conduct leadership opportunities for them for development. While in journal 2, they can
evaluate their training and development by checking on their employee job satisfaction,
commitment, well-being, goal regulations. On the other hand, in journal 3, they can evaluate
their training and development by motivation where there will be performance-based pay and
promotion for high achievement employees. Moreover, they also can evaluate through its task
performance where their work’s qualities and attitude will be evaluated. 

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4.0 Conclusion    

In conclusion, this report analyses on perspective in organizational behaviour in an

organization in three journal which are organizational behaviour, leadership and change
(journal 1), positive organizational behaviour (journal 2), and achieving organisational
prosperity through employee motivation and retention: A comparative study of strategic
HRM practices in Malaysian institutions (journal 3). As a result, it is believed that each
journal has different perspectives in organizational behaviour that applied in the organization.
Journal 1 believes in Lewin’s three step model of change while in journal 2, authors believe
that happiness and well-being is correlated with each other. On the other hand, journal 3
believes that to motivate and retain cadres, they should implement strategic HRM activities.
Moving to comparisons, there are four subtopics that are used to compare these three journals
which are competitiveness, training programme, training and development, and limitations.

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