The Teamwork Strategy and Human Behavior - Literature review Example

A Case Study Report Introduction This paper uses six peer-reviewed articles from respective journals (Kenneth 2007, p. 456-690; Kenneth 2008, p. 573-590; Hackman & Greg 1996, p.250–279; Robert & John 1999, p. 259–293; Anthony 2007; Ruby 2002, p. 379–40). The paper’s main topic in line of discussion is employee turnover in organizations detailing reasons and recommendations to avert the practice. Relevance of Scholarly Articles to the Case Study Analysis Anthony (2007) is a journal article relevant to the analysis of this case study because it provides a theoretical framework into reasons for employees turn over. Stresses on Theory of Needs by McClelland's in analyzing some of the reasons why employee turnover occur frequently in different organizations. It also applies equally well because it proposes some of the recommendations that could be relevant in lowering the turnover rates in the particular organizations. Kenneth (2007, p. 456-690) article in the organizational study journal fit well for this assignment since it handles close and related issues on job satisfaction bond, member exchange, and employee turnover predictions. The issues handled in the article are of relevance in analyzing the problem of turnover rates increase as indicated in this case study. It also applies well in formulating the best organizational structure within a given organization to help run the organization with minimal difficulties and retain employees. Kenneth (2008, p. 573-590) is an article in the public administration research journal. It is equally valuable for this assignment because it applies theories including theory of motivation by Maslow. In this case, it helps us establish the motivations as well as emotions applications in the workforce as well as know the attitudes and values required in management for the effective running or a specific organization. Hackman & Greg (1996, p.250–279) is a collaborative effort of the two authors who work in the effort of testing the efficacy of theories of motivation including behavioral theory. The article is relevant to the case study in handling the issue of motivation as a causative of turn over through a test of a theory. It also in the end provides some prominent recommendations, which could be of help in solving the scenario in this case study. Robert & John (1999, p. 259–293) article simulates the concept of employee turnover basing on Job Satisfaction, Turnover Intention, Organizational Commitment, and many other concepts related to Turnover. Ruby (2002, p. 379–40) is the last peer reviewed article from education for students journal also extremely relevant in evaluating this case study. The article is necessary in providing a path Analyses basing on relevant Meta-Analytic Findings from many other case studies. It is also prominent in providing theory applications to explain the issue of employees’ turn over not forgetting the recommendations it provides to avert the situation. Case Study Analysis The case study highlights employees turn over in organizations. It particularly looks at Advanced Photonics Inc in the context of employee turn over. Turn over in organizations mostly in the modern era of globalization increase because of drastic changes experienced in many organizations operations, in the 21st century. There has been employee behavioral change experienced in the new century. These causes are diverse, and employees are beyond conviction of otherwise other than to quit work in the respective organization. Hackman & Greg (1996, p.250–279) collaborative effort explains the main cause of this state as because of behavioral change in employees. The employees of the company and others have developed a shifting behavior in pursuit of getting the best. Aft all, there are many choice at their disposal and can risk quitting one job readily knowing that there will be another one waiting. Behavioral theory in this case explains Chalmers situation. He intends to leave the company for weird reasons as per the management. In the first place, she abruptly calls Chan, the manager of the firm, to arrange a meeting where she breaks the news about her willingness to quit. It is not strange to Chan because he has experienced many other people in the firm quitting the same way. Turnover in this case happens to be because of many reasons. One of them is competition from other start-up firms that offer appealing terms to the professional employee of a similar company, in pursuit of getting the best as well as taking the competitive advantage. Employees are natural human, beings and develop interests differently. The works of (2008, p. 573-590) uses theory of motivation by Maslow particularly relevant to this scenario. Individuals always develop motivation out of more rewards according to Maslow. It does not matter how much Advanced Photonics Inc pays the employees, with just a promise of something better from the so-called start-up firms, the employees draw their attention to the new catch. Like Suzanne Chalmers does, she is not contended in staying and been added salary in the current job position but confesses that many organizations have approached her with better offers of which she later joins one these organizations. However, the major contention on the Advanced Photonics Inc issue is that the organizations use rewards system in a poor way of approach within the work place. When Suzanne Chalmers threatens to quit, she receives hefty offers from Chan the manager just to convince her to stay. It is a poor way of approaching the turnover in the organization. It is apparent from Anthony (2007) works that monetary rewards are not specifically what individuals need therefore, the organization should bank on other non monetary rewards that motivate employees and helps retain them in their respective tasks. The article looks into the theory of Needs by McClelland's (Kenneth 2007, p. 456-690) and makes analysis that people have other needs that boost motivation in the work environment other than money. Employee cohesion is extremely crucial and Advanced Photonics Inc remarkable avoids this aspect as indispensable for retaining employees. It is evident that Chan offers Suzanne a deal to give her ample space and separate her from the other people and this is one of the dangers in increasing the possibilities of turnover. The issue in this case study is an assessment of strengths and weaknesses of using monetary rewards as a way of retaining employees in an organization. Ruby (2002, p. 379–40) works are a veritable application on this case study. The path Analyses basing on relevant Meta-Analytic Findings from many case studies of this nature can be of the relevant application and explaining Advanced Photonics Inc case. The concept is how effective the monetary rewards approach is in the pursuit of retaining employees at the work place. Ruby (2002, p. 379–40) argues that the monetary rewards spoil the employees and change their attitudes and behaviors towards organization operations. The rewards promote discrimination at the work place, which is the worst enemy in any organization that would lead to turn over. From Chalmers story, it is apparent that she had more than enough because she first travelled for fun with her husband until she almost squandered all the money and had to go back to work only that she could not go back to API because she had spoilt the reputation with the company. It is also apparent than the other firms also experience the same because there is frequent turn over of employees not because they have poor, working environments or motivations but arguably because of the ineffectiveness of monetary rewards systems. Poor organization structure is the problem that requires proper handling if organizations are to prosper in management and retaining employees. Robert & John (1999, p. 259–293) works on Turnover Intention explains that the thought processes of an individual in any situation works drastic, and it is remarkably effective. It stresses that when employees want to quit an organizational there is nothing too much to stop them. This is the experience in this case study where even offering Suzanne all the benefits and giving her a chance to name her terms, she still does not change mind and goes ahead to present the resignation letter even after promising to consider the offer. Globalization has brought in many changes globally also affecting organizations operations some of them including human rights awareness, technological advancements, labor unions and development or establishments of many industries necessitating strong competition among organizations for labor (Kenneth 2008, p. 573-590). Employee turn from most of the organization has been linked to globalization effects and poor organizational structures. As evident in our case study these elements features most and needs better approaches to handle them and solve the problem of employee turnover in the organizations. Organizations have to realize that monetary rewards are not everything when it comes to developing motivation in individual employees and retaining them in the workplace. There are many options of providing motivation to employees and ensuring that they retain their positions at the work place. Not only in the API case but also extends to other organizations and firms. A better solution, for this case as in the case study is the provision of a stimulating environment within the workplace that is prominent in fostering happy, empowered and motivated employees within a given organization (Hackman & Greg 1996, p.250–279). The reason why Advanced Photonics Inc fails to retain most of its employees is that the organizational structure does not develop attachment between the employees and the organization. Suzanne and many other employees who called Chan, the manager to present their resignation claims have no convincing reason to do so. Even after they are offered enormous benefits and privileges, they do not value staying at the work place because they have a notion that it will be equally better when moving to other startup companies. One amusing thing about startup companies is the position these individuals will hold as seniors and the individual will be highly depended on as compared to the situation at API. Many of the employees view it a routine and see nothing strange in quitting abruptly. The creation of cohesion in this case involves teamwork strategies indispensable in facilitating employee attachment to their work place in that they have an inner devotion to complete tasks (Ruby 2002, p. 379–40). Among other available options, include networking and strategizing as two principal options that organizations must facilitate in advancing its operating and reducing turn over (Robert & John 1999, p. 259–293). The two strategies provide ongoing performance management helping in relationships building among co-workers. Building such relations is necessary because it facilitates attachment. Kenneth (2008, p. 573-590) appreciates the fact that motivating employees in helping improve their motivation to foster profitable growth, customer success, and the company well-being. He suggests that through the application of motivation theory at respective work places, employers need to keep their employees well informed and persistently involve them in development of plans for future, policy changes, new purchases, as well as the introduction of employees to the immediate supervisors with a through orientation. This is tremendously eloquent in many organizations in solving the prominent menace of employee turnover. Promoting the work environment is an option that could serve well in facilitating employee retaining within organizations (Anthony 2007). It is apparent from this case study and many other situations in organizations with high turnover rate that there is poor work environment. Chan admits that the work environment has lately been crowded and prospects as one of the reasons why Suzanne could be quitting the job. However, it does not have to be this late for the organization to make changes when under pressure. There is a need for organizations to foster professional and personal growth in promoting harmony as well as encouraging employees on all levels (Ruby 2002, p. 379–40). This way, individuals working in respective positions feel the urge to work and input even more with a goal of developing themselves in the future. The concept is to keep the employee with a vision and motivate them through in the processes of performing their tasks. Conclusion In API case, Suzanne understands that the project is nearly through but feels that the other employees will complete the task. She shows that she does not have any attachment with her tasks, and so are the other employees. The job might be well paying but in reality, human behavior is of the essence because it determines the attachment to a particular thing or event. The teamwork strategy covers a wide range of needs for individuals therefore, acts well in lowering the employee turnover as well as absenteeism rates in the work places, which therefore could be the ideal approach for API to adopt other than solely depend on monetary rewards as the sole motivation tool. References Anthony, J. (2007). Understanding and Combating Employee Turnover in Call Centers, from, http://docs.google.com/viewer?a=v&q=cache:00-CKRrtw2YJ:www.degarmogroup.com/pdf/Employee_Turnover_Article.pdf+Causes+of+Employee+Turnover&hl=en&gl=ke&pid=bl&srcid=ADGEEShZEwU9SqrPAZFDWw2HMXFbwyp-Gy4425XQ8om0A9OUIK3LmmghR0QjJz6puhSDbKE4G7cWP12EEfP0eYbLW_1SDLbS3VA6ngq__sHHGMvCfszETFI60RtdenQIbb3req8VpDct&sig=AHIEtbTVOYKxRE1PMoUk_8TFacw7n5Hf6w Hackman, J., Greg, R 1996, "Motivation through the design of work: test of a theory", Organizational Behavior and Human Performance 16 (2): 250–279 Kenneth, J 2008, Employee Turnover and Organizational Performance: Testing a Hypothesis from Classical Public Administration, Journal of Public Administration Research and Theory 2008 18(4):573-590 Kenneth, H 2007, Leader-member exchange, job satisfaction bond, and predicted employee turnover, Journal of Leadership & Organizational Studies. 2008 12(6):456-690 Robert, P & John, P 1999, "Job Satisfaction, Organizational Commitment, Turnover Intention, and Turnover: Path Analyses Based on Meta-Analytic Findings", Personnel Psychology 46 (2): 259–293 Ruby, M 2002, "Internal Teacher Turnover in Urban Middle School Reform", Journal of Education for Students Placed at Risk 7 (4): 379–40 Read More