Sydney Trains

Organisational Behaviour Case Study

Dr Mo Kader
Sydney Trains

 8,000 employees
 12 levels of pay
 Management represents 45% of the workforce
 Highly unionised environment
 Staff turnover 16%
 30% of staff permanent full time (1% turnover), and 70% of staff casual (18% staff
turnover)
 Shifts change constantly
 General public have a negative view of the service
 Uniforms not so attractive
 Perceived level of power low
Sydney Trains

 Staff rotate constantly with no fixed location

 Developments occur with very little warning or consultation
 Changes are material
Issues to Consider

 Impact of the individual on the group

 The OB model
 Group culture and organisational culture
 Organisational citizenship and workplace deviance
 Motivating employees and the role of training and development
 Employee perceptions of how much the organisation supports them
 The diverse workforce and how it affects group dynamics and in- and out-
group formation
 Organisational culture as affected by in- and out-groups and the dominance of
culture
Issues to Consider

 Power distance
 Masculinity versus femininity
 Individualism and collectivism
 Uncertainty avoidance
 Long-term and short-term orientation