Organizational Behavior-No Fair Pay In This Place Essay Example for Free

Organizational Behavior-No Fair Pay In This Place Essay The purpose of this paper is to examine the motivational effects of pay level on worker performance. It is discusses some of the elements that contributed to the employees in Western Satellite office to express feelings of inequality. Some of these elements include academic qualifications, educational background, just to mention but a few. The paper also tackles some of the reasons why the New York worker is considered a ‘comparison other’ as opposed to the worker in Seattle. Moreover, the paper explores how the issue of inequality in the case- no fair pay in this place was either resolved or not. For instance, we find in this case that this issue was not resolved. Last but not least, the paper also examines some of the other factors that may have contributed to the dissatisfaction that was experience by the two workers. Some of these factors include; lack of communication, culture, lack of adaptability, lack of empathy, just to mention but a few. Introduction  The purpose of this paper is to examine the case study that revolves around no fair pay in the workplace and the fact that employees working from different cities receive different numerations irrespective of how much responsibility one has within the organization, their academic qualifications and the years of experience within the industry in which they are operating. (Armstrong, 2006, p. 62) Question One What are some of the elements which contributed to the employees feelings of inequality? These include educational background, years of experience, responsibilities that one has and last but not least academic qualifications. The employees were stressed with the kind of work they had to perform such as having heavy load of unhappy clients and their urgent demands, complaining customers, just to mention but a few. (Meredith, 2004, p. 2) Susan was hired based on her degree in Business Administration. She was responsible in planning, problem solving and supervising a number of employees and this included Dan Donaldson, a public relations spokesperson of the company. However, despite all these responsibilities, she received a remuneration of $30,000 per annum. This was very disappointing since she had 20 years of customer relations and supervisory know-how, not to mention the current degree that she had received in business. (Meredith, 2004, p. 3) On the contrary, Helen who was based at the headquarters in New York received $40,000 in only ten months as opposed to 12. This made Susan furious since she had no customer contact, no university education, no one to supervise and no seniority. In a nutshell, Helen had an annual salary of $48,000. (Meredith, 2004, p. 3) Pay determination may possibly have one or more objectives, which may frequently be in conflict with each other. The primary is equity, and this may take numerous forms. They comprise income distribution through reduction of inequalities, defending real earnings (purchasing power), and the notion of equal pay for work of equivalent value. Moreover, pay differentials based on differences in skills are all associated to the idea of fairness. (Deckop, 2006, p. 65) Performance pay systems in organizations are based on assessment of the personality worker, often by their line administrator who may or may not be experienced in process. Performance pay is extensively renowned as contributing to pay inequalities, predominantly in this case (New York and Seattle). (Culbert, 1996, p. 68) Question Two Why the New York worker was considered a ‘comparison other’ but not the worker in Seattle? The New York worker was considered a ‘comparison other’ because the front lines of the job were in Seattle where the client based was centered and the services were rendered. Moreover, employees at Seattle received heavy load of unhappy clients and their urgent demands while she contentedly remained in her comfort zone that was stress free. Research has recommended that some individuals are more flourishing in their careers than others even when they have had equivalent learning and experimental opportunities. One clarification for these disparities may possibly relate to differences between intellectual intelligence (IQ) and emotional intelligence (EQ). IQ measures academic competencies or one’s aptitude to use acquaintance in making decisions and adapting to innovative situations. This can best be illustrated with Helen who works in at the headquarters in New York. However, as much as she is based in New York, all the tasks are carried out in Seattle, and this means that she is not using the little experience and experimental opportunities that she acquired to perform her duties. (Lamal, 1991, p. 72) On the other hand, EQ is a measure of expressive and societal competencies or one’s aptitude to recognize expressive expressions in someone and others. Even though both can be enhanced through training and altered over time, EQ is separate from IQ in that it is one’s aptitude to standardize emotions in reaction to ecological stimulus. EQ has been popularized as an educated skill that is a superior interpreter of life success than intellectual achievement or technological aptitude. This can best be illustrated with Susan and Dan Donaldson who had superior performance, academic achievements, work experience and interpersonal skills. They had to deal with resolving customers issues on a daily basis while Helen and her fellow workers who were based in New York sat and waited for the final produce that came from Seattle. (Harris, 2001, p. 78) The workplace surroundings idea also sees entity firm level performance such as efficiency, productivity, efficiency and competitiveness; as a result of not only the sufficiency supply of human resources with suitable skills, but also a workplace surroundings that incessantly optimizes the use of these skills throughout the way work is intended and prearranged, the suitability, access and association of supports and tools to do the work, the association of decision making, rewards and appreciation for performance. The New York worker is considered a ‘comparison worker’ as opposed to the worker in Seattle since she lacks interpersonal skills, academic achievements, superior performance, just to mention but a few. Despite all these, she is considered the best just because she is based at the head office located in New York. (Bate, 1994, p. 81) On the other hand, the Seattle worker who has all the necessary qualities such as work experience, interpersonal skills and academic qualifications; is looked down upon just because she is operating in Seattle. (Meredith, 2004, p. 2) Question Three  How was the inequality resolved? The inequality was not resolved at all. As a matter of fact, once Mr. James commented that nobody said that it was fair and rather, that was how the staff in New York are remunerated, that was the end of the discussion. Mr. James did not validate his statement, neither did he explain why that was the case. Instead, he was interested in how Susan found out about Helen’s salary. (Meredith, 2004, p. 3) Participation in the labor force is usually regarded as an important measurement of equality. Having a job is significant to individuals. Jobs are a numerically important starting point for livelihoods. They are also significant proportions of social respect, acknowledgment, individuality and self esteem. Even though the sources and solutions for increasing inequality are multifaceted and open to dispute, the corporeal and psychosomatic penalties are real and straightforward. (Mathis, 2006, p. 99) It is understandable that we require more than legislation, bylaw and exacting programs to generate a diverse workforce usual in association. We also need customs of understanding the challenges. This mean examination of ‘what goes wrong’. Both the need for continuous coercive dealings and the phenomena of the turning door or equity tell us regarding the pervasive and systemic character of the status quo in workforce composition and in the organization and conduct of business and government. (Max, 204, p. 104) When individuals talk concerning inequality, they tend to center completely on the proceeds part of the equation. According to the case- no fair pay in this place, there is the gap between the employees in New York and Seattle and this is based on remuneration amongst the employees. (Armstrong, 2006, p. 8) The verification of increasing disparity in the United States and around the globe is both obvious and disturbing. As power, capital, and probability are increasingly concerted in the hands of the extremely few, this age of â€Å"haves† and â€Å"have not† is connected with a wide range of unenthusiastic outcomes for faraway too countless. A good illustration is seen in the case-no fair pay in this place, where Western Satellite Office workers are experiencing inequality problems based on remuneration since they are not based in New York where the head office is situated. They are the ones who experience customer service problems since each and every customer wants to be served and at the end of the day, they feel so stressed and worn out, yet when it comes to remuneration they receive less than what the worker in New York receive. This is not fair since the worker in New York doesn’t experience the pressure that the Seattle worker receives. (Lamal, 1991, p. 106 Question Four What are the other factors which may have contributed to the dissatisfaction experienced by these two workers? Culture A managerial culture affects how the company performs. Culture is the behavior of a group of individuals. This consists of; the beliefs, civilization, acquaintance and practices. Individuals depend on it for security, evenness and the ability to act in response in a given circumstance. (Harris, 2001, p. 92) According to this case, the reason why Helen and Susan received different remuneration was because Helen was situated at the head office in New York. This was the culture of that organization that was based on the location of the city. Therefore, Susan having been situated at Seattle was bound on her $30,000 per annum, and this was regardless of her qualifications. (Meredith, 2004, p. 3) Lack of Communication Generally, lack of communication on the part of the boss contributes to the displeasure among the workers in the association. Communication problems are a purpose of message and organizational procedure, and managerial factors. Effectual communication of performance requirements to all workers will reduce the number of complaints and grievances. Nonattendance of this communication domino effect in workers not performing. For instance in our case, when Susan was about to present her case, Mr. James had already predicted and he simply brushed the matter off by making a comment concerning the issue. He didn’t give room for discussion concerning that matter; neither did he give an explanation nor a satisfactory solution. This resulted to laxity among the workers in the western satellite office. (Bate, 1994, p. 98) By not communicating well enough, Mr.  James avoided to get into dialogue concerning important issues such as, the reason why employees in New York receiving a higher pay as opposed to employees in Seattle. This made him appear unavailable and uncaring to Susan and the employees of Western Satellite Office; this resulted in hurting teamwork spirit and cooperation within the organization. (Deckop, 2006, p. 110) Lack of Self awareness and accurate self-assessment Without self awareness and self-assessment, Mr. James was too quick to brush off the matter that Susan had presented to him. He was unable to accept useful feedback, and he didn’t have a realistic awareness of his strengths or limitations. As a result, it created problems in their work relationships and in their personal relationships. (Culbert, 1996, p. 115) Lack of Empathy When leaders fail to demonstrate sufficient empathy in times of hesitation or crisis, they will probable be seen as unresponsive, hardhearted and in-authentic- all of which will make workers be less supportive and less communicative. The boss may be left feeling misunderstood, and will have complexity â€Å"reading† their workers. This is exactly what Mr. James did and as a result, Susan’s ability to work drastically diminished and she became less concerned with her duties and responsibilities in the workplace. (Mathis, 2006, p. 120) Lack of Adaptability Without elasticity and adaptableness, Mr. James responded negatively to the core issue that was troubling his employee Susan. This revealed emotional strain to Susan since she had to shift priorities; expressed frustration with change; had difficulties adapting Mr.  James responses and tactics to fit the emerging circumstance; and ultimately she was hesitant in taking on new challenges. (Max, 2004, p. 126) Lack of self-management Without good self management, Mr. James reacted precipitately when he predicted that there was bound to be conflict at work. This made him respond to problems in a non-constructive manner that resulted to unwanted consequences such as laxity amongst the employees (Susan). (Harris, 2001, p. 118) Conclusion  In a civilized workplace, individuals who work well ought to be rewarded through decent pay, endorsement and new opportunities, the possibility to build up new skills, admiration from coworker and management, and the individual gratification and satisfaction that comes from doing a job well. Culture determines the type of management, communication, and cluster dynamics within the association. The employees usually recognize this as the excellence of work life which directs their measure of motivation. The concluding outcome is generally performance, human being satisfaction, individual growth and expansion. All these rudiments unite to build the model or structure that the association operates from. However, all these elements are not revealed in our case since Mr. James chose not to allow room for discussion. He lacked communication skills and empathy and as a result, there was poor turnover in Susan’s output. Generally, in an organization, employers should be open with their employees and allow a forum for discussion and participation. For instance in this case, Mr.  James would have allowed Susan to present her queries and later on try to explain to her why the workers in New York had to receive a better pay than workers in Seattle. Moreover, there should be restructuring of some of the rules in Western Satellite Office and promote job enrichment. This will facilitate enlargement of the individuals within the association, better worker performance for the association, there will be maximum use of human resources for the general public at large (both in New York and Seattle), enlargement of the individual, and self-actualization of the individual.