There are four key forces that influence the Organizational Behavior (OB) i.e.

, people,
technology, structure, and environment (Liu, 2019). As a manager, it is very essential that he/she
must have an adequate knowledge about all of these forces as these forces play an important role
in managing employees. And the better the employees are managed, the better would be the
organizational performance. For instance, reflecting upon my work experience as a line manager
within a five-star hotel, the knowledge about factors affecting OB play an important role in
managing both people and the front office department. I particularly use this knowledge while
making teams of staff members within a shift. As I always prefer to have individuals belonging
from varying cultures and economic backgrounds within a team as it enables them to learn each
other’s culture. Moreover, I also consider the varying level of expertise of individuals regarding
technology or tools handling to allow the staff members to learn from each other’s experience.
Some of the leadership skills that I use to ensure employee commitment and engagement include
effective communication skills as open communications always helps to understand each other,
and avoids conflicts, thus enabling to maintain employee commitment. Moreover, emotional
intelligence and problem-solving skills also enable me to understand other’s emotions and solve
their problems effectively. Lestari (2020) has also emphasized the significance of these skills for
ensuring employee commitment to their roles and organizations (Lestari, 2020).
References:
 Liu, X., Huang, Q., Wang, H., & Liu, S., 2019, “Employment security and employee
organizational citizenship behavior: does an ‘iron rice bowl’ make a 24 difference?”,
International Journal of Human Resource Management, vol. 30, no.13, pp. 2077– 2096.
 Lestari, I., and Nasib,N., 2020, “Leadership role in the commitment and performance of
employees in the regional company of Medan”, International Journal for Innovative
Research in Multidisciplinary Field, vol.6, no.8