Organizationalbehavior is the study of the effect of persons, groups as well asstructures on human activities in an organization. It involvesseveral fields such as psychology, management, communication,economics, anthropology and sociology. It is mainly considered as aninterface between an organization and human behavior. It cangenerally be subdivided into three features that is work groups ormesolevel, individuals within the organization, micro-level, andbehavior of organizations or macro-level. Understandingorganizational behavior is an intricate issue that plays a huge rolein the success of a company. As shown above, it involves quite a widerange of fields that are interlinked to ensure high efficiency of theorganization. In that respect, conducting an organizational behavioranalysis on a company requires much care. It involves analyzing thecompany in the mesolevel, micro-level as well as the macro-level. Inthat regard, this paper will review an article to derive the elementsentailed in organizational behavior.
Employeeperformance is one of the fundamental constituents of organizationalbehavior. As entailed in the article of consideration, I-deals play asignificant role in employee performance. People have differentI-deals, and it should not be assumed that team members haveidentical views. In that regard, assuming I-deals, concept to beisomorphic across personal and group levels is problematic. As amatter of fact, the conception of I-deals theory constantly suggeststhat its influence has varying results at group and mesolevels thanthe individual level [ CITATION Vid16 l 1033 ].
Personaltraits like individualistic value orientation and self-worthdetermine I-deals. As such, managers need to assess the suitabilityof the I-deals before using the same to motivate employees. It is themost effective way of motivating workers. Managers also comprehendthe group context since it influences the motivational values ofI-deals [ CITATION Vid16 l 1033 ].
Asentailed in the article, the many years of research imply thatI-deals are associated with workers’ behavior and attitudes. Theresults obtained from integrating social identity and socialcomparison theory confirm that I-deals are beneficial toorganizations. Additionally, getting i-deals tends to be better thanteammates. In other words, I-deals motivate recipients to respondwith positive behaviors in terms of job performance as well asorganizational citizenship behavior [ CITATION Vid16 l 1033 ].
Nonetheless,if relative I-deals embody a reserve relaying to the workforce theirdistinctive value within the team, group setting impacts and thedegree by which they inspire their receivers to respond in theperformance system. The outcomes of this research also indicate thatlooking for and reacting to I-deals, the workers also respond to cuesacquired from groups’ collective socio-emotional values. Inaddition to that, it also responds to the structural interdependence.Therefore, personal I-deals do not perform in seclusion as theearlier I-deals studies have discreetly presumed [ CITATION Vid16 l 1033 ].
Inconclusion, organizational behavior is a mandatory feature thatincorporates different fields. The key facets being employeemotivation, communication, and organizational structure. Power andpolitics also play a tremendous role and has to be well maintained.Successful implementation or rather behavioral adherence of thesefacets leads to a successful business venture. As the articleimplies, motivating employees follows different channels. Forexample, managers are mandated to comprehend the I-deals concept soas to utilize the same in motivating the employees. From this course,organizational behavior in relation to employee motivation was theclearest concept. One can understand why and how workers need to bemotivated to heighten productivity. The course also relays thesignificance of flexibility. This is because various situationsrequire different mechanisms to motivate employees.
Vidyarthi, P. E. (2016). Individual Deals Within Teams: Investigating the Role of Relative I-deals for Employee Performance. Journal of Applied Psychology, 1536–1552.