Examining the Organisational Behaviour of Hickling's Associates Ltd

▪Jennings may be too comfortable at his job. He is taking his employees for granted and using them to do personal favours.

At a time when many companies experience a difficult economic situation, they have to cut costs by laying off workers, and worse if your employees decided to leave for other competitors. Losing a talented worker is costly and to replace your top employee’s knowledge, experience and customer relationships is not something as simple as ones might think. So why do good employees quit? Even with high wages or great benefit, employees can still depart from the company if they do not get along well with their managers. So in order to keep good employees on board, the managers play an important role in knowing and matching their workers’ needs. In what follows, I going to analyze the case study: “Why are we losing all our good people?” which is about a fictional firm called “Sambian Partners”; what's really the reasons that is driving talented people out of the company and offering some solution to help Sambian stop the talent drain.

The first part of this essay will introduce the theoretical synthesis of why employees resign from their jobs based on the Eight Motivational Forces (Jr & Griffeth 2004). The second part of this essay will discuss the consequences to the organisation left behind by the employee. The third part will then focus on strategies for organisations to retain their highly talented and motivated employees.

Ideally, his decision must maintain the firm’s no-layoff history, encourage the tight-knit company atmosphere, and draw as little negative attention as possible. As a new employee in his grandfather's business, he must prove himself worthy of the position he was recently controversially given. His first challenge is dealing with the declining performance of veteran employee, Russell Campbell, a strong-minded subordinate with a significant amount of influence within the firm. To make his dealings even more complicated, Russell is a

The aim/objectives of this assignment are to explore employee relations in detail, including the psychological contract, differences between fair and unfair dismissals, redundancy, and the direct link to my organisation. Pershing is a medium sized financial services company, who has seen strong growth over the last two years during the economic downturn.

(The specific issues to be addressed during counseling should be outlined by the management team... Included areas are his need to control, His hero complex, severe and significant boundary issues... past and present, his dominant and controlling management style, his unapproachability, pride and arrogance, and the apparent wall that Tony has around him which may have resulted from past childhood or ministry experiences).

This paper analyzes the reasons sales manager, Jim Reed, was unsuccessful in suitably motivating one of his top employees, Fred Maiorino, to remain a top employee at Schering-Plough. It will scrutinize Reed's role in contributing to Fred's sense of psychological contract breach—and eventually its violation. The paper will also look at the mishandling of employee appraisals and employee goals and discuss Reed's counterproductive leadership style, ending in the eventual de-motivation of Fred. This paper will also recommend different ways Reed could have gone about motivating and analyzing Fred when it came to employee reviews and performance, how goals were set and how Reed how have approached the situation in a different manner and how Reed

One of the valued but demanding customer, who had considered Engstrom as a certified supplier, was requesting a large order but Engstrom was unable to deliver on time due to the low productivity problem. The plant manager along with his assistant were already dealing with the troubling numbers when this happened. While the task was a tough bone and not easy to tackle, and there were a lot of factors needed to be taken in to consideration. The leadership started to analyze and break down the main causations other than the overall economic trend that dragged the company into the turmoil, as it turned out, it was the low, frustrated employee morale and diminished work satisfaction.

In the case of “Thomas Green: power, office politics, and a career in Crisis”, it describes the dilemma of Thomas Green who works in a company called Dynamic Display. Thomas was recruited as an account executive, and then five months later, he was promoted as a Senior Market Specialist directly by the President Shannon McDonald. Thomas’s boss Frank Davis hadn’t expected to choose Green as the new senior market specialist, and he was very dissatisfied with Green’s work style and performance three months after the promotion. After being informed that Frank Davis had emailed McDonald about his concerns about Green’s performance, Green was getting really worried about his situation and not sure how to explain his perspective to

Blyton, P and Turnbull, P (2004). The Dynamics of Employee Relations. 3rd ed. New York: Palgrave Macmillan. 48,49,87,88.

The major issue is this case is Reed’s inability to motivate Fred, which inevitably led to the dismal of a long-time loyal employee. The major issues associated with this motivation problem include

This paper explores two leaders, one with strong success, and the other with less success, and evaluating the differences and similarities between the two leaders. Charles Schneider was the COO of eCollege, which was purchased by Pearson, from 1999 – 2001. Schneider left eCollege on unfavorable terms due to his competitive and confrontational leadership style, and he has chosen to not list eCollege in his background on either his Builder Sourcing or Mygoflight biography pages (Denver Business Journal, 2001; Builder Sourcing, n.d.; Mygoflight, n.d.). Juxtapose this with Erika Roegies. Roegies became a Vice President at TomTom when she was 35, and is now at Pearson (Linkedin, n,d,). Roegies manages a team of eight five people, across three countries. When she joined Pearson, her directive was to create a combined Program Management Organization that had been three separate groups up until that point. Roegies accomplished this, and has driven a culture of repeatable, and reliable. This paper compares and contrasts how each leader rose to power in their roles, their leader and follower relationships, each leaders use of referent power with their leaders, colleagues, and subordinates, how each leader motivated and rewards employees, as well as their self-destruct tendencies.

The Influencer starts by asking the questions, “Can I do what’s required? and Am I Motivated?” This starting point allows the influencer to assess whether the six-source model will be beneficial to the employees. On the other hand, the Three Signs model aspire leaders to engage their employees; therefore, benefitting the organization to build a culture of job fulfillment. This book asks managers to take a self-assessment, relating to anonymity, irrelevance and immeasurement. The Three Signs of a Miserable Job (2007) boasts the first step to reducing job misery lies in understanding the root causes of a miserable job (p. 220). Comparing the two books shows the benefits to leaders and their employees. Contrasting the two books will display noticeable differences in achieving their goals.

Fred Maiorino worked at Schering-Plough as a top salesman for 35 years before he was terminated for not meeting company’s sales goals. Because of Fred’s abrupt and distasteful termination, he decided to sued the company for age discrimination. This case depicts many basic managerial concepts that could’ve been utilized by Jim Reed, Fred’s boss, to help motivate his formal employee to reach his sale goals. Reed failed to effectively lead his employee, Fred Maiorino, which resulted in the demise of the relationship between employee and management. There are several factor that impede Reed from properly motivating Maiorino which will be discussed in-depth throughout this case analysis.

In the Romano Pitesti case, Tickton-Jones’ Management Team is faced with a situation that is not altogether uncommon in the business world, in that some employees feel that members of the Sales staff are being given “special” treatment by the company. Romano’s actions have probably not been as bad as what has been described to Management, but due to the fact that employees are still trying to find their place in the new, combined company, any hint of “unfairness” is immediately put under a microscope by other employees, and therefore, Management will have to take some sort of action, in order to show the other employees that their concerns are being taken seriously.