Human Resources Challenges Facing Siemens International - Research Paper Example

Business report Name: Tutor: Course: Date: Letter of transmittal Dear Here is the final version of the report commissioned by the business department head to investigate how companies cope with uncertain times and economic challenges in global businesses. By focusing on Siemens international, the report finds that company decline is highly affected by intention to commit fraud, employee dissatisfaction and negative workplace deviant behavior. The report considers individual performance as important in the survival of the firm. I wish to express my gratitude to the library assistants and colleagues for the support in writing and completing this report. To the department, thank you for giving us this opportunity to work on this report. Thank you Executive summary The aim of this report is to explore the uncertain times and economic challenges facing global businesses. The report develops a ‘craziest scenario’ for Siemens international which involves a fraud and theft case of its top ranking employees. The study explores management and organizational behavior theories in the literature. Methodology is about survey of Siemens employees to provide their opinions, feelings and perspectives on job satisfaction and intention to commit fraud. The report also provides the results of the survey and discusses the findings in the sub-topic that follows. The report finds that intention to commit fraud, workplace deviant behavior, and employee dissatisfaction affects the survival of Siemens. However, the report finds that individual performance holds the survival of the company as it encourages productivity and team performance. The report concludes that Siemens will survive the uncertain times and economic challenges in its global operations despite the fraud and theft scenario. The study recommends that companies adopt better compensation systems, implement code of ethics and practice, and engage employees to show greater commitment and loyalty to the company. The final part of the report gives a personal reflection on how the report was written, successes and challenges in developing the research study and what informs successful writing. Data and graphs are provided and appear in the appendices. Table of contents Letter of transmittal 2 Executive summary 3 Table of contents 4 List of Figures 7 List of Tables 8 1.0 Introduction 9 Elsbach, K.D. Barr, P.S. and Hargadon, A.B. Identifying situated cognition in organizations. Organization science. 16(2005)4: 422-433. 10 1.1 Operational definition of terms 12 2.0 Literature Review 13 2.1 Unethical practices in organizations 13 Elsbach, K.D. Barr, P.S. and Hargadon, A.B. Identifying situated cognition in organizations. Organization science. 16(2005)4: 422-433. 13 Figure 1: Typology of negative workplace behavior 15 2.2 Management and organizational behavior 16 Dailey, Robert. Organizational Behavior. Edinburgh Business School: Dailey Press, 2012. 16 Table 1: Managers challenges in the twenty first century 18 Driskill, G. and Brenton, A. Organizational Culture in Action: A Cultural Analysis Handbook. Thousand Oaks (CA: Sage Publications, 2005) 53. 18 2.3 Job satisfaction and performance 18 Champoux, J. Organizational Behavior: Integrating Individuals, Groups, and Organizations (4th edn). New York, NY: Routledge, 2011. 19 Robbins, S.P. Essentials of Organizational Behavior. Upper Saddle River, NJ: Prentice hall, 2013. 19 Figure 2: Job Satisfaction and Job performance relationship 19 Martin, K., Cullen, J., Johnson, J. and Parboteeah, K. “Deciding to Bribe: A Cross-Level Analysis of Firm and Home Country Influences on Bribery Activity.” Academy of Management Journal, Vol. 50, (2007): 1401–1422. 19 Miceli, M., Near, J. and Dworkin, T. Whistle-blowing in Organizations. (New York: Routledge, 2008) 65. 19 McGinnis, Sheila K. Organizational behavior and management thinking. (New York: Jones and Bartlett Publishers, 2012) 13. 20 ibid., 12-15. 20 3.0 Methodology 21 4.0 Results 21 5.0 Discussion and analysis 21 Morrison, E. and Milliken, F. “Organizational Silence: A Barrier to Change and Development in a Pluralistic World.” Academy of Management Review, Vol. 25 (2000): 706–725. 22 McGinnis, Sheila K. Organizational behavior and management thinking. (New York: Jones and Bartlett Publishers, 2012) 13. 22 6.0 Conclusion and recommendations 22 7.0 Personal reflection 23 Bibliography 24 5.Elsbach, K.D. Barr, P.S. and Hargadon, A.B. Identifying situated cognition in organizations. Organization science. 16(2005)4: 422-433. 24 16.Cialdini, Robert B. Petrova, Petia K. and Goldstein, Noah J. The Hidden Costs of Organizational Dishonesty. Sloan Management Review, Spring 2004. 25 17.Dailey, Robert. Organizational Behavior. Edinburgh Business School: Dailey Press, 2012. 25 18.Driskill, G. and Brenton, A. Organizational Culture in Action: A Cultural Analysis Handbook. Thousand Oaks (CA: Sage Publications, 2005) 53. 25 19.Martin, K., Cullen, J., Johnson, J. and Parboteeah, K. “Deciding to Bribe: A Cross-Level Analysis of Firm and Home Country Influences on Bribery Activity.” Academy of Management Journal, Vol. 50, (2007): 1401–1422. 25 20.Morrison, E. and Milliken, F. “Organizational Silence: A Barrier to Change and Development in a Pluralistic World.” Academy of Management Review, Vol. 25 (2000): 706–725. 25 21.Miceli, M., Near, J. and Dworkin, T. Whistle-blowing in Organizations. (New York: Routledge, 2008) 65. 25 22.Champoux, J. Organizational Behavior: Integrating Individuals, Groups, and Organizations (4th edn). New York, NY: Routledge, 2011. 26 23.Robbins, S.P. Essentials of Organizational Behavior. Upper Saddle River, NJ: Prentice hall, 2013. 26 24.McGinnis, Sheila K. Organizational behavior and management thinking. (New York: Jones and Bartlett Publishers, 2012) 13. 26 Appendices 27 Appendix I: Respondents results in tables and graphs 27 Table 2: Profile of Respondents (N: 101) 27 Figure 3: Job satisfaction and career years 27 Figure 4: Siemens survival variables 28 Figure 5: Possibility of Siemen’s survival from fraud 28 Appendix II: Questionnaire 29 List of Figures Letter of transmittal 2 Executive summary 3 Table of contents 4 List of Figures 7 List of Tables 10 1.0 Introduction 11 Elsbach, K.D. Barr, P.S. and Hargadon, A.B. Identifying situated cognition in organizations. Organization science. 16(2005)4: 422-433. 12 1.1 Operational definition of terms 14 2.0 Literature Review 15 2.1 Unethical practices in organizations 15 Elsbach, K.D. Barr, P.S. and Hargadon, A.B. Identifying situated cognition in organizations. Organization science. 16(2005)4: 422-433. 15 Figure 1: Typology of negative workplace behavior 17 2.2 Management and organizational behavior 18 Dailey, Robert. Organizational Behavior. Edinburgh Business School: Dailey Press, 2012. 18 Table 1: Managers challenges in the twenty first century 20 Driskill, G. and Brenton, A. Organizational Culture in Action: A Cultural Analysis Handbook. Thousand Oaks (CA: Sage Publications, 2005) 53. 20 2.3 Job satisfaction and performance 20 Champoux, J. Organizational Behavior: Integrating Individuals, Groups, and Organizations (4th edn). New York, NY: Routledge, 2011. 21 Robbins, S.P. Essentials of Organizational Behavior. Upper Saddle River, NJ: Prentice hall, 2013. 21 Figure 2: Job Satisfaction and Job performance relationship 21 Martin, K., Cullen, J., Johnson, J. and Parboteeah, K. “Deciding to Bribe: A Cross-Level Analysis of Firm and Home Country Influences on Bribery Activity.” Academy of Management Journal, Vol. 50, (2007): 1401–1422. 21 Miceli, M., Near, J. and Dworkin, T. Whistle-blowing in Organizations. (New York: Routledge, 2008) 65. 21 McGinnis, Sheila K. Organizational behavior and management thinking. (New York: Jones and Bartlett Publishers, 2012) 13. 22 ibid., 12-15. 22 3.0 Methodology 23 4.0 Results 23 5.0 Discussion and analysis 23 Morrison, E. and Milliken, F. “Organizational Silence: A Barrier to Change and Development in a Pluralistic World.” Academy of Management Review, Vol. 25 (2000): 706–725. 24 McGinnis, Sheila K. Organizational behavior and management thinking. (New York: Jones and Bartlett Publishers, 2012) 13. 24 6.0 Conclusion and recommendations 24 7.0 Personal reflection 25 Bibliography 26 5.Elsbach, K.D. Barr, P.S. and Hargadon, A.B. Identifying situated cognition in organizations. Organization science. 16(2005)4: 422-433. 26 16.Cialdini, Robert B. Petrova, Petia K. and Goldstein, Noah J. The Hidden Costs of Organizational Dishonesty. Sloan Management Review, Spring 2004. 27 17.Dailey, Robert. Organizational Behavior. Edinburgh Business School: Dailey Press, 2012. 27 18.Driskill, G. and Brenton, A. Organizational Culture in Action: A Cultural Analysis Handbook. Thousand Oaks (CA: Sage Publications, 2005) 53. 27 19.Martin, K., Cullen, J., Johnson, J. and Parboteeah, K. “Deciding to Bribe: A Cross-Level Analysis of Firm and Home Country Influences on Bribery Activity.” Academy of Management Journal, Vol. 50, (2007): 1401–1422. 27 20.Morrison, E. and Milliken, F. “Organizational Silence: A Barrier to Change and Development in a Pluralistic World.” Academy of Management Review, Vol. 25 (2000): 706–725. 27 21.Miceli, M., Near, J. and Dworkin, T. Whistle-blowing in Organizations. (New York: Routledge, 2008) 65. 27 22.Champoux, J. Organizational Behavior: Integrating Individuals, Groups, and Organizations (4th edn). New York, NY: Routledge, 2011. 28 23.Robbins, S.P. Essentials of Organizational Behavior. Upper Saddle River, NJ: Prentice hall, 2013. 28 24.McGinnis, Sheila K. Organizational behavior and management thinking. (New York: Jones and Bartlett Publishers, 2012) 13. 28 Appendices 29 Appendix I: Respondents results in tables and graphs 29 Table 2: Profile of Respondents (N: 101) 29 Figure 3: Job satisfaction and career years 29 Figure 4: Siemens survival variables 30 Figure 5: Possibility of Siemen’s survival from fraud 30 Appendix II: Questionnaire 31 List of Tables Letter of transmittal 2 Executive summary 3 Table of contents 4 List of Figures 7 List of Tables 10 1.0 Introduction 13 Elsbach, K.D. Barr, P.S. and Hargadon, A.B. Identifying situated cognition in organizations. Organization science. 16(2005)4: 422-433. 14 1.1 Operational definition of terms 16 2.0 Literature Review 17 2.1 Unethical practices in organizations 17 Elsbach, K.D. Barr, P.S. and Hargadon, A.B. Identifying situated cognition in organizations. Organization science. 16(2005)4: 422-433. 17 Figure 1: Typology of negative workplace behavior 19 2.2 Management and organizational behavior 20 Dailey, Robert. Organizational Behavior. Edinburgh Business School: Dailey Press, 2012. 20 Table 1: Managers challenges in the twenty first century 22 Driskill, G. and Brenton, A. Organizational Culture in Action: A Cultural Analysis Handbook. Thousand Oaks (CA: Sage Publications, 2005) 53. 22 2.3 Job satisfaction and performance 22 Champoux, J. Organizational Behavior: Integrating Individuals, Groups, and Organizations (4th edn). New York, NY: Routledge, 2011. 23 Robbins, S.P. Essentials of Organizational Behavior. Upper Saddle River, NJ: Prentice hall, 2013. 23 Figure 2: Job Satisfaction and Job performance relationship 23 Martin, K., Cullen, J., Johnson, J. and Parboteeah, K. “Deciding to Bribe: A Cross-Level Analysis of Firm and Home Country Influences on Bribery Activity.” Academy of Management Journal, Vol. 50, (2007): 1401–1422. 23 Miceli, M., Near, J. and Dworkin, T. Whistle-blowing in Organizations. (New York: Routledge, 2008) 65. 23 McGinnis, Sheila K. Organizational behavior and management thinking. (New York: Jones and Bartlett Publishers, 2012) 13. 24 ibid., 12-15. 24 3.0 Methodology 25 4.0 Results 25 5.0 Discussion and analysis 25 Morrison, E. and Milliken, F. “Organizational Silence: A Barrier to Change and Development in a Pluralistic World.” Academy of Management Review, Vol. 25 (2000): 706–725. 26 McGinnis, Sheila K. Organizational behavior and management thinking. (New York: Jones and Bartlett Publishers, 2012) 13. 26 6.0 Conclusion and recommendations 26 7.0 Personal reflection 27 Bibliography 28 5.Elsbach, K.D. Barr, P.S. and Hargadon, A.B. Identifying situated cognition in organizations. Organization science. 16(2005)4: 422-433. 28 16.Cialdini, Robert B. Petrova, Petia K. and Goldstein, Noah J. The Hidden Costs of Organizational Dishonesty. Sloan Management Review, Spring 2004. 29 17.Dailey, Robert. Organizational Behavior. Edinburgh Business School: Dailey Press, 2012. 29 18.Driskill, G. and Brenton, A. Organizational Culture in Action: A Cultural Analysis Handbook. Thousand Oaks (CA: Sage Publications, 2005) 53. 29 19.Martin, K., Cullen, J., Johnson, J. and Parboteeah, K. “Deciding to Bribe: A Cross-Level Analysis of Firm and Home Country Influences on Bribery Activity.” Academy of Management Journal, Vol. 50, (2007): 1401–1422. 29 20.Morrison, E. and Milliken, F. “Organizational Silence: A Barrier to Change and Development in a Pluralistic World.” Academy of Management Review, Vol. 25 (2000): 706–725. 29 21.Miceli, M., Near, J. and Dworkin, T. Whistle-blowing in Organizations. (New York: Routledge, 2008) 65. 29 22.Champoux, J. Organizational Behavior: Integrating Individuals, Groups, and Organizations (4th edn). New York, NY: Routledge, 2011. 30 23.Robbins, S.P. Essentials of Organizational Behavior. Upper Saddle River, NJ: Prentice hall, 2013. 30 24.McGinnis, Sheila K. Organizational behavior and management thinking. (New York: Jones and Bartlett Publishers, 2012) 13. 30 Appendices 31 Appendix I: Respondents results in tables and graphs 31 Table 2: Profile of Respondents (N: 101) 31 Figure 3: Job satisfaction and career years 31 Figure 4: Siemens survival variables 32 Figure 5: Possibility of Siemen’s survival from fraud 32 Appendix II: Questionnaire 33 1.0 Introduction Global businesses are facing uncertain times and complex problems with employee motivation and ethical organizational practices. Employees are facing adverse economic and social challenges that make them vulnerable to engage in questionable practices at the workplace. A number of scholars have investigated organizational behavior in terms of group and individual dynamics as well as networks, culture and power of individuals in organizations. Under Neoclassical organization theory1, proposed that an organization consist of systems of coordinated activities in a conscious manner, and that the executive have a role in creating coherent atmosphere of purpose and values. On the other hand, a systems theorist2 notes that small changes in one variable can lead to massive changes in another while large changes in a variable may only have nominal changes in another. Although organizational growth is an indicator of success management strategies such as consolidating operations, cutting administrative overheads, salary reductions and freezes, and cutbacks of employees depict organizations in decline. These organizations become over-confident of successful past and develop lackadaisical attitudes towards customer satisfaction, quality and new innovations3. Besides, as organizations become large in size, rigidity increases to a point they find it cumbersome to respond to changes in their environment. Behavior of organizations is defined by its culture. Organizations that are successful make the best use of energies and talents from their employees4. Human behavior in organizational science draws on human thinking especially on creation of meaning and cognition5. Behavior is intertwined to thinking under cognitive framework hence behavior needs to understand attributes, assumptions and thoughts of a situation preceding behavior and its consequences. How a person thinks and perceives about a situation largely affect their human understanding and consequent organizational behavior6. A manager can work with perceived realities under sense making and thinking principles. As one believes of a situation or persons, even if inaccurate or incomplete, determines their responses to the person or a situation7. Siemens is a huge multinational organization that is vulnerable to economic challenges and complex management problems. In a crazy scenario, the company has encountered massive employee fraud and in-house theft. The act involved rogue staff seeking reimbursement on non-business related expenses and pilferage of office supplies. The management found a loophole in the company’s internal controls and decided to hire a former ‘professional’ thief in a ‘set a thief to catch a thief’ scenario. The rationale was that the new theft prevention specialist would use real-life expertise in security to catch the thief. Instead of protecting, the new hire ended up writing himself cheques using signature stamp of a co-worker. The cheques were cashed and any returned ones destroyed. To cover his actions, the hire also made false entries in the financial books of the company and before being caught, he had made away with $1,250,000. The first solution that the company took was to dismantle the decentralized management structure and adopt a centralized management. This involved firing the operations and financial manager as well as transferring their functions with the head office in Germany. A new position of branch controls manager was created to account for any expenditure and activities that required expenditure of more than $2,000 was sanctioned by the head office. The alternative solution or plan B for Siemens was to establish a medium term plan of training and inducting employee on the organizational code of conduct and ethical practices. This was embedded in its mission and vision statement where all employees were reminded of their obligations and involvement in the company in all morning meetings and any other functions. The purpose of this study is to assess the complex problems and economic challenges facing global businesses. It will specifically assess the possibility of Siemens surviving employee fraud and in-house theft in Africa, America, Asia and Europe in this uncertain times for global businesses. 1.1 Operational definition of terms Employee dissatisfaction: Discontent among employees in the organization due to lowered expectations such as poor pay, discriminate promotion, underestimation of talent and harassment Individual performance: The input in terms of work and effort provided by each employee towards attaining the objectives of the organization. Intention to commit fraud: The possibility of disgruntled and dissatisfied employees engaging in theft and falsification of company financial reports, credit cards, cash and cheques Management: It is selecting and deploying resources and processes to achieve desired organizational objectives by at the right place and time Organizational behavior: The use of valid theories to explain human behavior in organizations Workplace deviant behavior: The behavior displayed between individuals such as physical aggression, arguing, acting rudely, playing pranks on others and belittling others 2.0 Literature Review 2.1 Unethical practices in organizations Global businesses are experiencing severe economic challenges and complex problems within their organizations. Questionable practices by managers such as property and political deviance as well as personal aggression threaten the very existence of such organizations8. Fraud risks are probable in all organizations9. However, the downfall of the entire organization is attributed to large frauds that lead to erosion of capital market confidence, incarceration of key individuals, significant legal costs and massive investment losses10. For global businesses, fraudulent behavior by key executives impact negatively on their images, brands and reputations. Some companies outsource the work to external auditors in combating fraud while others have implemented controls to bar individuals likely to commit fraud from entry into the business11. Companies should develop lower risk environments for fraud by tailoring controls and understanding their corporate ecology12. Deep seated problems within an organization are manifested in employee dissatisfaction. For example, a retailer receiving complaints on overstretched and understaffed employees is a warning signal to company leadership. Understaffing exposes employees to perform inaccurate inventory counts that conceal fraudulent reporting13. Detecting levels of dissatisfaction, commitment and trust among employees can help in building employee loyalty to the organization. Therefore, is critical on a regular basis for managers to enable anonymous, in-depth and qualitative interviews with employees. Today, digital technologies help disguise the machinations and identities of the people conducting businesses, thereby enabling perpetration of fraud in the most pervasive and sophisticated manner. Consequently, fraud magnifies the impact on the entire economies, businesses, and stakeholders. The social distance theory and attribution theory suggest that managers will be less severe in groups making disciplinary decision through individual group members or group consensus as opposed to disciplining poor performers14. Disciplinary decisions to corporate scandals come as ‘no fraud tolerance’ attitudes as expected from the stakeholders and members of the public. Regardless of firm status, relative size and industry, an organization good governance principles demand that high ethical behavior be enforced by the board of directors, or oversight body that is equivalent15. Most major frauds, historically, are perpetrated by senior management in collusion with other employees hence the role of the board is critically important. Questionable practices in organizations are centered on organizational and interpersonal deviance. Organizational deviance groups’ behaviors align on organizations and individuals and relates to putting little effort into work, lateness, and sabotage to the organization16. On the other hand, behavior displayed between individuals such as physical aggression, arguing, acting rudely, playing pranks on others and belittling others are interpersonal workplace deviant behaviors. Organizational-interpersonal dimension is a typology with axis ranges from deviance directed towards individuals and to the organization17. The second typology dimension shows workplace severity deviance ranging from serious to minor. Voluntary behavior in the form of deviant workplace behavior violates significant organizational norms, and consequently threatens organizational well-being, and that of its members18. These behaviors can also be termed as antisocial, counterproductive or workplace deviance. According to19 the typology of workplace deviance is two dimensional; ‘minor versus serious’ and ‘interpersonal versus organizational’ (see figure 1). Employee delinquencies include managerial disobedience, corporate sabotage, rumor spreading, and vandalism, arriving late and intentionally slowing down the work cycle20. Deviant workplace behavior can be negative or positive. For example, negative deviant workplace behaviors may include unethical decision making, sexual harassment, absenteeism, withholding effort and withdrawal. Figure 1: Typology of negative workplace behavior21 From figure 1 above, it shows the position of property deviance as a serious organizational deviance that includes theft, accepting kickbacks, sabotaging equipment and lying on hours worked. Unethical organizational behavior lowers the expectations of organization stakeholders22. Moreover, prevalence of fraud cases within an organization signals the regulators, stakeholders and the public that the risk tolerance and attitude of management toward fraud risks is questionable23. Despite increased criminal penalties, regulators worldwide still find challenges in prevailing on individuals and organizations from participating fraud24. This could be a result of entrenched organizations culture that disregards effective governance processes and ethical organizational behaviors. Any fraud risk management program is seriously undermined by the lack of effective corporate governance. The standard regarding tolerance of fraud in the organization has its overall tone set at the top management25. Organizations where the management is involved in unethical and questionable practices are basically organizations in the decline. Therefore, a strong ethical environment for conducting business and strong internal controls can help companies from crumbling. According to26 turning around an organization in decline assumes a four-stage model; changing the management, conducting evaluations, implementing stabilization procedures and emergency actions and returning to growth. Organizations need to develop ongoing measurements and monitoring to continuously improve, evaluate, and remedy the techniques of fraud detection used in the organization27. 2.2 Management and organizational behavior Managers select and deploy resources and processes to achieve desired organizational objectives by at the right place and time28. They continue to play traditional and highly repetitive roles of motivating and supervising subordinates. The reporting unit results to the successive command chain to the highest level. Today, the views of management have increasingly emphasized on sharing with employees, tracking, advocating, integrating and playing the managerial roles of coaching29. The management allocates resources and monitors key aspects of unit performance through their self-directed teams, and trusted, independent employees. Management is dynamic and naturally evolving to keep abreast with rising complexity of contemporary organizations. A significant relationship exists between management and organizational behavior30. The latter uses valid theories to explain human behavior in organizations. These theories address problems on a regular basis faced by managers such as motivation of subordinates, delivering superior customer service, and effectively charting the strategic direction of the firm. Organizational behavior involves integrating and creating reward systems as well as coaching the work of self-managed teams31. Table 1: Managers challenges in the twenty first century32 From table 1 above, global organizations have a past and looks to a future with many challenges. Virtually, all firms demand that employees and managers become technical problem solvers in the areas of service quality and product improvement33. In most firms, managers get promoted mostly based on their ability to resolve technical and complex issues. For example, a manager is elevated after being involved in new product and process development, enhanced service delivery systems, more accurate pricing systems or the creation of better distribution systems. 2.3 Job satisfaction and performance In many organizations, the ‘glitch’ is that promotion of managers is based entirely on their technical work expertise34. Consequently, managers acquire technical skills at the expenses of other skills because they know employers reward on technical skills. By making all their job challenges to fit technical work skills, they fail to recognize other skills such as interpersonal, administrative, thriftiness and people35. Managers are required to demonstrate both conceptual and human skills but above all adherence and compliance to work ethics and positive organizational behaviors36. This will lead to greater organization performance and employee satisfaction. Figure 2: Job Satisfaction and Job performance relationship37 In figure 2 above, satisfactory performance releases a range of extrinsic and intrinsic rewards. Extrinsic rewards are manifested in the compensation system of the organization, while intrinsic rewards are connected to the psychological job elements such as opportunity to learn new skills, variety of skills used, level of challenge, and clarity38. A malfunctioned compensation system that rewards high performers similar to poor performers will witness high performers experience pay dissatisfaction and perceived inequity39. Likewise, boring and unchallenging jobs pose little intrinsic rewards, low levels of employee satisfaction and perceived inequity40. Therefore, to ensure perceived equity, the job design system and the compensation system needs to function properly. The model (see figure 2) shows that a direct relationship between job satisfaction and performance is non-existent. However, perceptions of equity tie job satisfaction and performance together41. Job satisfaction is influenced by individual differences42. For example, employees who believe that the job offered little challenge would experience job dissatisfaction through perceived inequity of an ineffective compensation system if their performance is not fairly compensated. Employees may complain of rewards based on tenure or seniority is instead of performance43. The literature review finds that job satisfaction is not only perceived equity and performance but also draws on employee personality traits interacting with the work situation to influence their job satisfaction. 3.0 Methodology Four dependent variables were used in this study; intention to commit fraud, dissatisfaction, individual performance, and deviant behavior. The reliability and validity tests showed that all the variables were reliable and valid. The dependent variable was organizational survival. The independent variable was based on the possibility of Siemens Inc. surviving the fraud and internal theft globally. The populations of the study were drawn from Siemens International including Africa, Europe, America and Asia. Purposive sampling technique was used to obtain the samples from the various continents represented by Siemens. 150 samples were taken based on the results of the questionnaires administered. To meet the requirements of descriptive analysis, only 101 questionnaires that had been completely answered were chosen. The Likert scale arrangement for intention to commit fraud, dissatisfaction, deviant behavior and trust were scale range was 1 (Strongly Disagree) to 5 (Strongly Agree). On individual performance, the scale range was 1 (Very Poor) to Very High (5). 4.0 Results From the response rate of 67 percent, the descriptions of the respondents were as follows. As shown in the table 2 (see table 2 in the appendices), 79 percent of the respondents were male. Respondents aged 30-44 years constituted 70 percent of the respondent population. 55 percent of the workers had at a least a diploma or university degree. Empirical data supported the hypotheses both theoretically and conceptually, hence the model was appropriate. From the descriptive analysis, job satisfaction is high in the first 1 year in employment, slumps in the next two years and increases after four years onwards in service. It also shows that intention to commit fraud, employee dissatisfaction and workplace deviant behavior. However, individual performance shows a positive influence on organizational survival. 5.0 Discussion and analysis The results of this study show that survival of Siemens globally is influenced by various factors. These factors have negative or positive consequences to the sustainability and survival of the company. Intention to commit fraud, workplace deviant behaviors and employee dissatisfaction are critical factors that influence the survival of the global company. On the other hand, employee dissatisfaction encourages employees to harbor intentions of committing fraud. Individual performance is seen as a crucial factor that determines organizational survival because if affects team performance and productivity44. Employees have strong affiliation to meet the objectives of the company in the first one year. However, they get fatigued in next two or three years but when they continue staying in the organizations, they get more satisfaction and commitment to work. Siemens may survive the fraud and questionable practices because, individual performance and satisfaction levels remains high. Achieving the firm’s goals is the responsibility of managers and supervisors45. Consequently, managers should borrow on motivation and systems to help them interpret organizational processes and events in behavioral terms. Organizational behavior contributes knowledge and culture in critical areas essential to any manager. To solve challenges and complex problems in the current global business environment, managers need to describe and explain the organizational phenomena and apply problem-solving skills that protect, sustain or improve competitive advantage and reputation of the firm. 6.0 Conclusion and recommendations The study concludes that Siemens International will survive the questionable practices witnessed in the fraud and corporate theft described in the scenario. However, the company has to make huge effort in raising levels of satisfaction, changing workplace deviant from negative to positive. Some of the ways include rewarding high performers, encouraging ‘whistle blowing’, corporate responsibility and positive organizational citizenship behaviors. Moreover, the compensation systems should reward effort, skills and competence, and choice of employees to perform certain sensitive tasks require due diligence and background checks on individuals. Recognizing individual achievement in the hands of self-directed teams should also be based on high-performance work cultures that draw heavily on digital technologies. 7.0 Personal reflection I have learned that in order to write a good report, one has to follow a template and adhere to the purpose of the study. I think it is important to stick to the instructions given in order to deliver a quality and well researched paper. I feel that research requires proper planning and extensive search of literature and background studies. I noted that I could not find information that accurately matches the expectation of the study ‘craziest scenario’ but I came to understand it in terms of theories of management and organizational behavior. I have learned that writing a paper should follow a specific format and scope with aspects of quality and content highly recommended. 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Appendices Appendix I: Respondents results in tables and graphs Table 2: Profile of Respondents (N: 101) General characteristics Sub-characteristics Percentage Gender Male Female 79 21 Age 18-29 yrs 30-44yrs Above 45 yrs 12 70 18 Education Senior High school Diploma/degree Post-graduate 30 55 15 Figure 3: Job satisfaction and career years Figure 4: Siemens survival variables Figure 5: Possibility of Siemen’s survival from fraud Appendix II: Questionnaire The following is a questionnaire to obtain information satisfaction of Siemens employees globally. Kindly respond by ticking the most appropriate response in the fields provided below. Your response will be treated with privacy and confidentiality. 1. State your gender: Male [ ] Female [ ] 2. What is your age: 18-29 yrs [ ] 30-44yrs [ ] above 45 yrs [ ] 3. What is your education level: Senior High School [ ] Diploma/University [ ] Postgraduate [ ] 4. Kindly provide response on your job satisfaction and career years at work Number of years at work Very dissatisfied (1) Dissatisfied (2) Neutral (3) Satisfied (4) Very satisfied (5) Less than 1 yr 1-2 yrs 3-4 yrs 5-6 yrs 7-8 yrs 9-10yrs 11-12 yrs 13-14 yrs 15-16 yrs 17-20yrs 5. Kindly respond if you agree with the following statements Scale: Strongly Disagree (SD), Disagree (D), Neutral (N), Agree (A) and Strongly Agree (SA) Statement SD D N A SA Dissatisfied employees have intentions to commit fraud Firms with dissatisfied employees rarely survive Firms do not survive if their employees exhibit workplace deviant behaviors Siemens continues into the future because employees value individual performance Siemens will survive the current fraud and theft saga Siemens has instituted policies and procedures to deter questionable practices by employees Read More