Organisational Behaviour Report Final

7/30/2019 Organisational Behaviour Report Final

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ASTON UNIVERSITY

FULL-TIME MASTER OF BUSINESSADMINISTRATION 2012/13

BMM399ORGANIZATIONAL BEHAVIOUR

ASSIGNMENT

EXAMINING WAYS TO IMPROVEWORK MOTIVATION:

For a Security Guard at the NSA inAlberta, Canada

Prepared for: Dr Joanne Lyubovnikova

Date: 15/11/2012

Word Count: 3238

Prepared by:

633712196606391190984698

825018302023


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CONTENTS

LIST OF FIGURES ...................................................................................................................3

LIST OF TABLES .....................................................................................................................4

INTRODUCTION .....................................................................................................................5

JOB PROFILE ...........................................................................................................................6

JOB EVALUATION .................................................................................................................8

Job Characteristics Model ..................................................................................................8 Motivating Potential Score .................................................................................................9 Job Diagnostics Survey ....................................................................................................10

Key Problems Identified ...................................................................................................11

MOTIVATION THEORIES AND APPLICATIONS.............................................................12

Herzbergs Motivation-Hygiene Theory ..........................................................................12 Employee Involvement .....................................................................................................13 Adams Equity Theory .....................................................................................................13

JOB MODIFICATIONS AND IMPROVEMENTS ................................................................15

Job Improvement ..............................................................................................................15 Job Improvement after Changes .......................................................................................16

IMPLEMENTATION PLAN ..................................................................................................17

CONCLUSION ........................................................................................................................20

APPENDIX I ...........................................................................................................................21

BIBLIOGRAPHY ....................................................................................................................23


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LIST OF FIGURES

Figure 1: Organisational Structure ............................................................................................. 7

Figure 2: Job Characteristics Model (JCM) ............................................................................... 8

Figure 3: Job Diagnostic Survey before Job Redesign ............................................................ 11

Figure 4: Herzberg's Theory of Motivation ............................................................................. 12

Figure 5: Adam's Equity Theory .............................................................................................. 13

Figure 6: Job Diagnostics Survey after Job Redesign ............................................................. 16

Figure 7: Implementation Timeline ......................................................................................... 19


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LIST OF TABLES

Table 1: Qualifications of a Security Guard .............................................................................. 6

Table 2: Job Description of a Security Guard Working for NSA .............................................. 6

Table 3: Components of JCM .................................................................................................... 9

Table 4: MPS Formula ............................................................................................................. 10

Table 5: Issues Identified after Job Diagnostics Survey .......................................................... 11

Table 6: Problems and Improvements ..................................................................................... 15


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INTRODUCTION

The study of Organizational Behaviour (OB) is very interesting and challenging too. It isrelated to the behaviour of individuals and group of people working together in teams. One of the most important concepts that have to be studied is Motivation and its impact on theorganization. The study becomes more challenging when situational factors interact. No twoindividuals are likely to behave in the same manner in a particular work situation. It is thehuman factor that is contributory to the productivity hence the study of human behaviour isimportant.

Our report identifies the various factors that affect the productivity and motivation of Security Guards. The organization we selected to do our research was Northlands SecurityAgency (NSA). It is an organization belonging to the Northland Group of Companies (NGC)

which was established in 1897 in Alberta, Canada. The NGC holds diverse businessportfolios namely in the field of entertainment, equestrian events and construction.

The lack of productivity and the commitment to the job was clearly evident and had to beresolved on an immediate basis. Hence a study of the factors affecting the productivity andmotivation had to be conducted. Our research was aided by a survey conducted among thesecurity guards to identify the key areas of the problem. The key motivation theories that canbe applied to improve the productivity and motivation have been identified and listed in thisreport. Further, a critical evaluation of these theories was conducted and the best possiblesolution using a combination of these theories was recommended. An implementation plan

with a timeline was proposed and the effects of the said changes were evaluated.


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JOB PROFILE

This case study is performed on Security Officers hired by NSA who can be considered as

Entry Level security professionals and temporary hires for specific project or events. Thequalifications and job description for the position of Security Officer at NSA are summarizedin the following Table 1 & Table 2 respectively.

Qualifications of a Security GuardMust be 18 years of age (21 in some cases)Must have a reliable means of transportation (private or public)Must have the ability to effectively speak, read and write English.Must have a High School Diploma or GEDMust have good communication skills

Table 1: Qualifications of a Security Guard

The job is usually advertised in a local tabloid or newspaper and sometimes even online.Recruitment agencies which deal in providing skilled labour are also contacted and providedwith this information. Once the deadline is met the applications are analysed and the desirednumber of candidates are invited for a personal interview. Interviews are normally conductedin the NSA Head Office located in Edmonton, Alberta. The interview panel, comprising of the prospective supervisors and the Control Manager, conduct a skills based interrogation of the candidates in which even the salaries are discussed and within a fortnight the panel selectsthe candidates and also provides them with the offer letter. Once the offer is accepted the

candidates are then invited to an induction programme.

Job Description of a Security Guard for NSA Patrols assigned areas on foot, checking for fires, vandalism, suspicious activity or

persons or safety/fire hazardsInvestigate and/or reports hazards, unusual or suspicious circumstances to campus policeunit for correction or follow- up actions; maintain contact with campus policeCheck doors and windows of buildings to ensure they are tightly closed and locked; notein written log any unlocked doors/windows; submit information to supervisorObserve activity and traffic in assigned area to enforce university rules/regulations; alert

visitors of infractions.Assist any persons in building or on grounds needing directions or campus informationEscort people/property to desired destination when monies, documents or safety of property or persons are a concern.Unlock buildings/doors after checking identification and compliance with universitypoliciesMay assist law enforcement officers with crowd control and surveillance at large publicevents

Table 2: Job Description of a Security Guard Working for NSA

DURING THE INDUCTION PROGRAMME, NEW HIRES ARE PROVIDED WITH THEAPPROPRIATE TYPE OF TRAINING BASED ON ANY SKILL GAPS THAT BECOME


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Cadet Team

Control

Manager

Board of Directors

APPARENT DURING THE INITIAL EVALUATION. ONCE THE TRAINING IS COMPLETED,EACH CADET IS THEN TRANSFERRED TO A UNIT, WHICH COULD BE ONSITE IN

CUSTOMER LOCATIONS, WHERE NSA HAS A CONTRACT, OR TO ANY NSA OFFICELOCATION AROUND THE COUNTRY. THE DECISION TO LOCATE THE CADETS IS TAKEN

BY THE MANAGEMENT AND THE CADETS THEMSELVES DO NOT HAVE A SAY INCHOOSING THE LOCATION THEY ARE ASSIGNED. THE ORGANISATION STRUCTURE OF

NSA IS DISPLAYED BELOW IN

Figure 1.

Figure 1: Organisational Structure


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JOB EVALUATION

Job evaluation is a process in which the employees provide feedback regarding their current

job responsibilities, level of satisfaction and the level of freedom that they currentlyexperience. Job Characteristics Model (JCM) is a tool which has been used to evaluate the job satisfaction and motivation levels of the security guards in the NSA. JCM and its relatedapplication have been discussed below.

Job Characteristics Model

Hackman and Oldman, in 1976, proposed the notion that the job role itself within aworkplace is the key to employee motivation; this can be depicted in JCM. It states that thereare five main components viz. skill variety, task identity, task significance, autonomy andfeedback (these are explained in detail in Table 3) which play a key role in impacting threemajor psychological states of mind. These are experienced meaningfulness, experiencedresponsibility for outcomes and knowledge of the actual results. When these psychologicalstates of mind are at an optimum and positive level, it drives productivity levels and inspiresmotivation in an ideal direction.All the core job dimensions can be scored on a high-low engagement line, which can then beevaluated in order to identify key areas of a given job that require modifications necessary toachieve satisfaction and motivation. Key aspects of JCM are summarized in Figure 2.

Figure 2: Job Characteristics Model (JCM)


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Skill VarietyEmphasizes the need to have an assortment of differentresponsibilities within a job role in order to utilize a number of different skills and talents.

Task Identity

Highlights the possibility of viewing the job as a completed anduniquely identifiable piece of work. Essentially, it is to do withwhether or not the employee sees a clearly defined beginning, middleand end to a given task. It is required that the employee has a clearidea as to when the task is completed.

TaskSignificance

Shows the meaningfulness of a given job and the extent to which theemployee believes that it will have a significant impact within theorganization or society in general.

AutonomyThe freedom to act or function independently. In regards toemployment, it is about the degree of authority an individual has toaccomplish given tasks.

Job FeedbackIn order for an employee to stay motivated, it is essential that he/shereceive the correct amount of appraisal or information about his/herperformance.

Table 3: Components of JCM

Different researchers studying organizational settings examined JCM critically; providingstrong evidence that employees were responding to managerial expectations resulting fromchange. The cultural, background and the ambitions of individuals are not empiricallymapped or considered significant in the usage of the theory although in the end it is the jobattributes and not the theory that motivates the employees. Although some aspects of thetheory may appear to be working in most cases, it may still be considered weak because theinter-relationships between the dependent variables are occasionally ambiguous or unclear.In the case of the security guards, this theory will find limitations in areas where physicalsecurity and the career advancement desire of the guards come into consideration. Noexplanations or concepts have been presented for factors relating to the lower order needs of individuals and concerns.

Motivating Potential Score

Motivating potential score (MPS) is a figure that is developed by combining all five jobdimensions of the JCM to get an initial overview of what an employees potential attitude andbehaviour can develop into. The scoring could be based on personal interviews, surveys orelectronic worksheets which the employees have to fill out where questions listed revolvearound the 5 dimensions of the job listed in the JCM. Each question has levels of satisfactionranging from 1 to 7 for example and candidates are expected to identify their response whichwould be later be used to obtain the MPS. The formula is as per Table 4:


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Table 4: MPS Formula

In the case of the employees of NSA, the surveys are listed in APPENDIX I of this documentalong with the Job Diagnostic Survey Profile. The survey has been performed before andafter Job Restructuring in order to demonstrate the effect of the modifications.

Job Diagnostics SurveyThe management at the NSA observed lapses in the productivity of the guards in thecompany. The key metrics taken into consideration for measurement of productivity are asfollows:

Attendance to duty and punctualityRewards and awards for exemplary security performanceSecurity breaches incurred on duty or lax in security reported while on dutyCommendations and criticisms received from clientsEffective and judicious usage of security equipment provided such as Tasers, NightSticks, etc.Suggestions volunteered for improvements of securityAttendance at training and awareness presentationsKnowledge of the content of security policies and documents with respect to clientorganizations

There was a high rate of absenteeism and lack of responsibility. Although the guards wereadmonished on regular intervals, there seemed to be no improvement in their functioning.The motivation among the guards was visibly lacking hence the management immediatelydecided to conduct a Job Diagnostics Survey to identify the areas in the job that requireimprovement.A survey with a questionnaire, as per APPENDIX I was conducted within the population of the security guards. We analysed the data and plotted the following graph as per Figure 3.The MPS obtained was 12.Based on this score, it was decided that the job of a security guard in the NSA had a lot of issues which had not been identified by the management and required immediateintervention.

MPS Skill Variety Task Identity Task Significance

3 Autonomy Feedback

This explicitly applies to jobs where motivation is stifled due to the fact that they are veryrepetitive and monotonous, whereas a job, which challenges you, can provide jobenrichment and therefore enhance motivation.


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Figure 3: Job Diagnostic Survey before Job Redesign

Key Problems Identified

The survey conducted among the employees at NSA revealed the following key issues asshown in Table 5.

Category MPS Issues

Skill Variety 2

Monotonous job. There is no change of location.Guards are not allowed to develop their skills in anyway. They are not given training that can benefitthem and bring them up to date with the latest trendsin security

Task Identity 4Guards identify their task and they consider itcomplete because there are times when there is asingle guard securing a site that requires a team

Task Significance 3Guards are not aware of the importance of their jobLocations which the guards secure may not be

important in their opinion

Autonomy 2

Decision making is not encouraged on the jobGuards report all intrusions and issues to control whotake care of the situation themselvesGuards cannot decide on the schedule and the timetaken for patrolling the secure area

Feedback 2

Supervisors are currently not keen on meeting theirstaff on a regular basisGuards do not have any facility to raise any of theirconcerns to management

Table 5: Issues Identified after Job Diagnostics Survey

0

1

2

3

4

5

6

7

Skill Variety Task identity Task Significance Autonomy Feedback

Before Job RedesignProfile of a security guard

MPS = [(2+4+3)/3] * 2 * 2 = 12


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MOTIVATION THEORIES AND APPLICATIONS

The study of motivation and utilizing it in common work environment is the best possibleway to raise employee morale and also ensure that the productivity remains optimum.

Employees are essentially the most important asset of an organization. Managers strive tomotivate their employees so that they are willing to perform at their highest levels. Whenemployees work hard, come to work regularly and continue making positive contributions tothe organization, the business will be able to cut costs and yield more profit, both of whichare the ultimate goals of any organization.

Herzbergs Motivation-Hygiene Theory

The Two-factor theory (also known as Herzberg's motivation-hygiene theory and Dual-FactorTheory) states that there are certain factors in the workplace that cause job satisfaction, while

a separate set of factors cause dissatisfaction. It was developed by Herzberg, a psychologist,in 1959.

Figure 4: Herzberg's Theory of Motivation

Source: http://mathehu.wordpress.com/2010/04/15/a-selection-of-psychological-theories-on-motivation-and-behaviour-change/

The theory states that job satisfaction and job dissatisfaction act independently of each other.The factors affecting work satisfaction are considered the intrinsic factors and the onescausing job dis-satisfaction are considered extrinsic factors. The job can be made NotDissatisfied by applying the Hygiene factors listed above. From that stage the MotivationalFactors need to be applied to make the job Satisfactory and motivating. This is highlighted inFigure 4 above.The key criticisms of this theory are that some individual differences viz. desire for pay maynot always be a motivator. Also, not everyone believes in job enrichment. In our case, not allsecurity guards are concerned with quality of the job. The theory also assumes satisfaction(presence of motivators) equals motivation, which may not be true in all cases.


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Employee Involvement

Employee Involvement is a participative process that uses the input of employees to increasetheir commitment to the organizations success. Employees will be more motivated, morecommitted to the organization, more productive and more satisfied with their job through theprocess of involving their decisions that effects them also increase their autonomy over theirwork lives. Several employee involvement programs have applied by many organizations inorder to increase employees performance in many circumstances. To apply the program theorganization should be concerned with two major factors which are relevant with employeesinterest to get them involve and employees must have the competence and knowledge tomake useful contribution with the issue.

Adams Equity Theory

Equity theory was introduced by Adams in 1963. This theory of motivation compromises of

four major points. These include the fact that when there is an inequitable situation, bothparties (the employers and the employees) will be in grief. Secondly, people will try theirutmost to increase their outcomes by putting great effort into their inputs. In order to regulateequity, a system can be put in place so that groups of people maximize their outcomes as awhole. Lastly, if someone believes themselves to be in an inequitable situation, they will behighly motivated to rectify the situation and restore the equity in order to maximize theirgains to the greatest potential.Another valued area of the Equity Theory of motivation is the fact that an employee will feelthat he is being treated fairly and so thus equitably if it appears to them that their inputs areequal to the inputs of their colleagues. The theory can be figuratively explained in Figure 5.

Figure 5: Adam's Equity TheorySource: www.businessballs.com/adamsequitytheory.htm


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The key criticism of this theory is that human perception can be flawed, thus exposing anyconceived perception of outcomes and inputs to error as well. The theory lacks scientificconsideration or explanation for different values or lack thereof of equity itself withincultures. In the case of the NSA, the guards who have attained certifications required yet donot perform on other metrics; compare themselves with others who are better compensated.However, in their frustration they tend to further under-perform while assuming that theyhave increased their effort.


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JOB MODIFICATIONS AND IMPROVEMENTS

Once the results from the Job Diagnostic Survey were reviewed, areas of the job which

needed improvement were identified. These areas were then improved by utilizing thetheories discussed in this document. The justification for the usage of the theories mentionedhas been explained below in Table 6.

Problem Applicable Theory Ability toChangeChange Opportunity

to Organization ROI

Lack of physicalsecurity

Herzbergs TwoFactor Theory High High High

Diffused sense of team

EmployeeInvolvement Theory High High Medium

Lack of sufficient

training

Herzbergs Two

Factor TheoryMedium Medium High

Fair Remunerations Adams EquityTheory Medium Medium Medium

Monotonous Job Herzbergs TwoFactor Theory High Low Medium

No Company Spirit EmployeeInvolvement Theory High High High

Table 6: Problems and Improvements

Job Improvement

Once the JCM results were obtained and the problems associated with the job were analysed,the management were recommended to improve the job using the theories mentioned.

Herzbergs Two Factor Theory:Security of the guards: There is an increased concern among the security guardsabout their lack of defensive power in their respective locations. One of the customerlocations of NSA is a horse barn in a secluded area on the outskirts of the city.Achievement : Achievement will be an outcome of providing motivating factors thoseoriginate within the individual who exhibit a clear desire to excel.

Awards: By offering a certification program that involves study, performance, and acertificate from a nationally-recognized agency an individual can be part of an eliteforce that includes the finest professionals in the security industry. The select few thatare able to achieve this honour, should not only receive higher ranking or a custom-embroidered shoulder patch but an increase in pay, must also be considered.

Employee Involvement Theory:Team Spirit: Two pairs of fully tailored uniforms, including the trousers, have to beprovided by NSA to each of the guards in order to provide sense of belonging to a

team. A representative team of security guards can even design the uniform providingthem with a sense of involvement in company perception.


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Feedback: Feedback is an essential activity which has to be implemented at NSAwhich will provide insight into the mind-set of the security guards. While thismechanism proves useful to the organization it also provides the guards with theopportunity to discuss their problems with their supervisors. The added motivation

will improve employee morale and also performance.Monotony: Guards do tend to find their jobs monotonous especially if they areassigned the same location for extended periods of time. It would be ideal to have arotation of the areas of duty, which can be planned by the panel elected by the guards.

Adams Equity Theory:Team Building: A security guard needs many skills including communication skills,observation skills, attention to detail, common sense and good decision making skills.Many security officers are untrained and have never received the proper coaching andthe most important aspect of the job is physical presence. Coaching of peers has beenidentified as the best possible manner in which this can be employed.

Job Improvement after Changes

After the above suggested changes were applied to the job of the security guard, another JobDiagnostics Survey with the same questionnaire as per APPENDIX I was conducted and theeffects of the improvements are represented in the following graph in Figure 6.

Figure 6: Job Diagnostics Survey after Job Redesign

2

3

4

5

6

7

Skill Variety Task identity Task Significance Autonomy Feedback

After Job RedesignProfile of a security guard

MPS = [(5+6+5)/3] * 5 * 7 = 186.67


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IMPLEMENTATION PLAN

Problem 1: Lack of Physical Security

Action:Training in personal safety must be provided at an accredited academy along with training infirst aid and use of non-lethal defensive gear. Personal safety will include use of batons,Tasers, pepper spray and preliminary martial arts. A security kit that includes these itemsmust be provided by the NSA to the security staff. ROI:A clear and perceivable increase in the confidence level of the security guards and a fewernumber of incursions into secure areas by miscreants.Resistors to Change:

The management of the NSA are the primary resistors to this change. They can be brought toaccept the change by providing statistical data of performance improvement in contemporarycompanies which have adopted the same motivational procedure.

Problem 2: Diffused sense of Team

Action:The NSA can provide full uniform kits to each employee who will take pride in wearingthem. In addition to the uniforms the NSA can conduct team building exercises and have one-on-one sessions between the guards and their supervisors. ROI:Uniforms portray good company image and sense of belongingness of the security guards.Feedback sessions offer opportunities to continually monitor and improve services.Resistors to Change:The management of NSA would be less inclined to accept this change due to the costinvolved. The impact on the organization can however be minimized by building the teamspirit which reduces employee attrition and save costs on hiring new staff.

Problem 3: Lack of sufficient training

Action:Training in communication and interpersonal skills to the security guards working in venueswhere event are held. In addition awareness of crowd management, first aid, CPR and the likeshould also be provided.ROI:Opportunity for NSA to expand into provision of security at events that draw enormouscrowd can be won. Smart security guards with all-round skills for any emergency would be athand and thus create a competitive advantage amongst security companies.


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Resistors to Change:The main resistors would be the management of NSA. There would be a significant portionof senior security guards who may also resist this change. The management can be bought bythe idea of winning new business and also by the creation of a Unique Selling Perspective.

The employees however may require motivation in terms of the establishment of awards.

Problem 4: Fair remunerations

Action:Salary increments have to be conducted on the basis of the performance on the metricsmentioned before and the feedback of the performance explained during the appraisalprocess. Salary revision must be done on a regular basis. Incentives and bonuses for goodperformance provisioned in the company policy. ROI:The results of the changes would create a team of motivated security guards who would bemore loyal to the company.Resistors to Change:The main resistors are the management who may be concerned with the costs involved. Theimprovement in the employee performance based on statistical data in contemporarycompanies that have implemented similar changes can be used to encourage management toadopt these changes.

Problem 5: Monotonous job

Action:The schedule for the job rotation on a frequent basis has to be provided to the security team.This schedule has to be decided by the staff representatives. Team of security guardsdeployed in secluded locations where risk is high. ROI:The changes result in motivated security guards and the representatives who will act asliaison between management and staff.Resistors to Change: The main resistors to change are the security guards who may be not inclined to rotate the

jobs due to their existing comfortable locations. The encouragement provided would be interms of increased team building activities where the guards function as a single unit ratherthan working as individuals with self-centred benefits.

The timeline for the Implementation Plan is given in Figure 7.


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Figure 7: Implementation Timeline


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CONCLUSION

In this Organisational Behaviour report on "Examining Ways to Improve Work Motivation

we:Examined and analysed the job of a Security Guard at the NSA in Alberta, CanadaConducted the Job Diagnostics Survey to identify the key areas that requiredmodifications to improve the jobListed and analysed the various shortcomings in the job and de-motivators that wereaffecting the performance of the security guardsAnalysed the three theories of motivation that could be applied to provide theimprovement to the jobSuggested changes and techniques to improve the performance of the security guardsProvided an implementation plan to outline the ways to apply the suggested changes andtechniques


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APPENDIX I

Questionnaire

1. You enjoy variety of your tasks delegated to you at your current employment?

2. Your current employer provides a satisfactory level of training for your careerdevelopment?

3. You have a clear idea of your job responsibility?

4. You have a strong understanding of your job process including the descriptions of your

work?

5. The performance of your work will affect other departments of your organization

6 Your company will not be able to function properly without you completing your taskseffectively

7 You are encouraged to make decisions with full authority when the situation requires

Strongly Disagree Moderate Strongly Agree

Strongly Disagree

Strongly Disagree

Strongly Disagree

Strongly Disagree

Strongly Disagree

Strongly Disagree

Moderate

Moderate

Moderate

Moderate

Moderate

Moderate

Strongly Agree

Strongly Agree

Strongly Agree

Strongly Agree

Strongly Agree

Strongly Agree


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8. You are entitled to choose your own work timetable and colleagues to be on your team

9. There are interactive sessions between you and your team leader for performanceevaluation?

10. Your comments and concerns are taken to consideration by management for further

development

Moderate

ModerateStrongly Disagree

Strongly Disagree

Strongly Disagree

Moderate Strongly Agree

Strongly Agree

Strongly Agree


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