Significant Role of Organizational Cultural-Samples for Students

Questions: 1.To what extent do you think your Organisational Structure or Organisational Culture has contributed to this Employee leaving? 2.What challenges may you face in balancing work specialization Economies and Diseconomies? 3.What notice will you take of this Employees exit statement, and why? 4.What influences at work may have contributed to this Employee leaving? 5.What research would you undertake and what changes may you consider to Improve Working Conditions? Answers: Introduction Employee comprise of the most important resource in any organisation. In Toys To Go there has been significant challenges arising from management of such employees. Employee turnover had been major cause for concern that led to low productivity within the organisation. The report analyses necessary aspects from Employees Exit Statement to throw relevant ideas and concepts regarding the organisation structure, organisation culture and ways it can improvise on the current conditions. 1.Organisational culture has a significant role in strengthening employee engagement, which can in turn increase employee commitment. Enhancing employee commitment can increase employee satisfaction reducing turnover and absenteeism amongst employee. Organisational structure or organisational culture encapsulates norms, values, practices and behaviours within organisation and can drive companys success(Mosley, 2007). A survey conducted by EY on FTSE 350 companies depicts an increase in 10% annual profits arising from investment in organisational culture. An organisational culture encompasses role of operating systems and leaders that can affect employees increasing their engagement levels. Culture has become leading factor drivers of employee behaviours. Organisational culture in Toys To Go was unable to recognize engagement processes of shop floor levels of employees. Unable to treat employees as customers, led to dissatisfaction levels of the employee who was not motivated for the role she performed. Organisation structure is built on decision-making process where each layer defines roles and responsibility. It is able to define hierarchy and provides employees with levels of authority(Cosh, 2012). Employees once focused on a single area can become leading that is more effective to further productivity. In Toys To Go, there were no authority that was allocated to the employee such that she could have felt certain authority with the job role. She had become an expert with the task she performed and with raising responsibility of employees within the organisation, substantial levels of communication was improved. In order to motivate the employee there needs to be transparency involved in processes as well as communication such that she can be empowered. Such transparency allows employee understand market trends and then think of ways they can make positive contribution to the organisation. Employee feedback in such organisational structure would allow understanding their concerns such that they feel more engaged with the organisation. Thus, absence of appropriate organisation structure and organisation culture has led to employee leaving the organisation. 2.Organisation involves a number of employees who deliver productivity but central question that involves organisations is ways in which to get work done. Various organisations have varied type of structures for their teams or cross-functional structures where employees work collaborate sharing tasks roles and responsibilities. Work specialization economies involves experts providing work at cost advantage arising from increased output of toys. Work specialization diseconomies on the other hand involves experts increasing their costs from increasing size of organisation(Lewis, 2013). While these work specialization economies and diseconomies exists, balancing them might pose greater challenges. Challenges in the balancing act primarily involves ascertaining pay bands or levels of wage to be paid to workers or employees in case when such economies and diseconomies exists parallel. In case of work specialization economies, jobs are split for being performed in accordance to individual responsibilities as it cannot be handled by individual person. In case of such jobs they are matched against individual capabilities and competencies such that employees performance on certain job can lead to tremendous cost control and increase in productivity. But in cases of work specialization diseconomies there is rise in costs associated with increase in productivity for the organisation. HR within the organisation has to have defined skill set as well as pay band structure for additional units produced or for variable costs cost components to manage or balance the act. HR or leader or manager will try and provide jobs to employees that can perform a specific function with work specialization at economies of scale rather than at diseconomies of scale. But in case there is a pressure to manufacture more goods or products then maximum orders needs to be placed at work specialization economies rather than at work specialization diseconomies(Krugman, 2011). Costs needs to be calcu lated for additional units produced at both employee station and then division of labour needs to be undertaken. 3.Employees exit statement provides valuable feedback regarding employees understanding related to the organisation. Employees exit interview has reveal critical understanding related to dissatisfaction in organisation structure and organisational culture. The employee revealed that though there was satisfaction in regards to the job there was tremendous levels of boredom, there were also no scopes for succession planning(Choi, 2009). This feedback revealed issues relating to HR, which has made employee take decision for leaving the organisation. Lack of HR capability in succession planning and talent management process has led to rise in dissatisfaction amongst employee. The employee did not feel much attention being given to her that could let her hold on to her current job. Secondly, employee perception regarding the work was unraveled. Aspects of job design as working conditions, peers and culture was reflected from the feedback process. The employee was bored from packaging toys into box throughout 8 hours in a day. Through this input manager can devise strategy to improve employee efficiency, motivation, effectiveness and coordination. Managers can now recruit employees and make them perform their work on rotational basis and relate their work to organisational profitability. Thirdly, the feedback provided insight into effectiveness of managers and their leadership styles. Management needs to appoint managers that could lead to effectiveness and productivity amongst employees and do away with those that cannot impact productivity. The exit feedback of the employee reflected that I was not a competent manager who could handle employees effectively. Toys To Go had an ineffective manager who could not motivate employee enough such that can reduce absenteeism and turnover. The feedback allowed understanding regarding salary levels that were competitive and higher compared to industry averages. The employee was quite satisfied with the pay she was receiving, w hich proves that the pay package of the employee was satisfactory(Gordon, 2011). It provided ways to foster innovation and analysing ways for improving the organisation. The exit interview needs to be used as a way for attending broader strategy for the organisation to reduce turnover or costs associated with recruitment. The employee provided specific areas that the organisation could improvise upon such as to create a positive impact on the organisation. The organisation could use the employee as a lifelong advocate for the it. The departing employee needs to be treated with respect such that they can recommend companies products and other employees to the Company. This aims at creating a business alliance, leaving departing employee as a customer and brand ambassador. 4.Employees are valuable sources for every organisation hence their skills comprise of the most valuable asset. A high costs component that is attached to employee turnover and absenteeism that results in loss of productivity. All organisations collect and analyse relevant information and takes steps such that they are able to retain their employees and gain significant productivity from them. Therefore, understanding significant influences that contribute towards an employee leaving the organisation needs to be assessed and analysed such that its impacts can be reduced(Mowday, 2013). There are four pertinent factors that has been recognised that can contribute towards employee leaving an organisation, they are relationship existing between work supervisor and employee that strengthens intention to remain with the organisation. When an employee is able to relate with the supervisor, a social relationship is developed which is often difficult to break. An employee receiving compliment s or rewards for his or her performance helps build a relationship which is often difficult to break, but in absence of the same employee might feel like leaving. Secondly, decreasing employee engagement in work role may make him to leave the organisation. Feelings regarding their work drives them towards performing more vigorously. Getting adequate managerial support in terms of rewards or other returns enables employee to be more committed towards their performances and remain with the organisation. Thirdly, in case employees value does not match with those of the organisation then they might feel distanced and finally break away from the organisation(Coomber, 2007). Separate values decreases likelihood might increase chances of getting separate from the organisation. Fourthly, lack of employees trust as he or she becomes vulnerable to other party resulting in breaking that trust. All these factors together contributed towards employee in leaving the organisation. 5.Employees constitute the most important part of any organisation and are valuable asset. Employee can render valuable inputs that can lead to rise in productivity, effectiveness and efficiency. The current organisation needs to undertake employee feedback survey such as to understand conditions prevailing(Baker, 2010). Employee feedback process is a methodology or research process adopted such as to gain valuable inputs regarding working, leadership, performance and other factors related to job. Employee feedback survey provides detailed inputs regarding the organisations working process which can be improved. Post accumulation of information and data from employee feedback and exit interview there needs to be certain changes in working conditions. A manger with appropriate style of management needs to be appointed such that he can develop relationship with employees(Macey, 2008). Such social relationships will be highly beneficial in developing employee engagement. Employee engagement provides motivation to employees and enabling them to perform more effectively. HR team needs to accommodate talent management and succession planning steps to motivate and provide direction employees, such that they feel more committed towards the organisation. Conclusion The organisation can significant overcome challenges pertaining to employee motivation and commitment with employee engagement strategies. Engagement strategies applied by the manager or leader along with adequate HR strategies will allow the organisation to grow and prosper in an efficient manner. Reference Lists Baker, N. (2010). Employee feedback technologies in the human performance system. Human Resource Development International, 477-485. Choi, Y. . (2009). A case study into the benefits of management training programs: Impacts on hotel employee turnover and satisfaction level. 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