Case Analysis: Aline DeNeuve
The case centers around Aline DeNeuve’s discussions with coworkers regarding the importance of a business retreat and the potential benefits it can bring. The outcomes of these conversations reveal a significant breakdown in the firm’s management system, as evidenced by the alarming low morale and negative attitudes of the staff. This issue primarily stems from a perception error between the employees and their superiors.
Heather, a Chinese employee, voiced her discontent with her supervisor for not promoting her. She believed that her boss’s decision stemmed from his prejudice against foreigners and ignored the fact that she had taken many sick leaves. Heather also argued that a three-day retreat would not be effective in resolving the problem of unfriendly behavior among employees in the organization. Similarly, Jack declined to participate in the retreat as he also did not get promoted to the director position.
He alleged that his race was the reason for not being promoted. He proposed diverting the retreat funds towards security measures, accusing staff of pilfering office supplies. Furthermore, he stressed the importance of implementing a socialization program to enhance colleague relationships. June, another employee, voiced her discontent with the high job stress level and stated that senior management disregarded her plea for hiring more service representatives to lighten her workload.
The text expresses complaints from two individuals, one being about customers and the other about attending a retreat. The first person feels that customers lack common sense and constantly call for minor issues, which has negatively affected their mental state and marriage. The second person, Alison, is a supervisor of employee benefits and services who shares a similar perspective on retreats. She believes that these events can lead to interoffice relationships and suggests implementing a policy on dating within the organization due to her strong religious beliefs.
Richard, the last employee, strongly supports the idea of a business retreat. He believes retreats are beneficial for fostering relationships and socializing within the organization. Heather’s situation can be categorized as unintentional discrimination from an organizational behavior perspective. She suspects that her lack of promotion is due to her supervisor’s bias against foreigners, but it is possible that her frequent sick leaves are a contributing factor. Similarly, Jack’s case may also be an instance of stereotyping.
He believes that his lack of promotion is due to his race, indicating stereotyping. Aline has taken the position that Jack was supposed to receive, which suggests that the higher-ranking individuals considered Aline the better choice. Alternatively, it is possible that the higher-ranking individuals intentionally discriminated against Jack and denied him the job. June’s situation exemplifies employee stress caused by limited control over tasks, resulting in excessive work responsibilities.
Despite the senior management’s refusal to hire more representatives, which would have made her job easier, the increased burden has caused mental stress for her and has impacted her personal life. Consequently, she is experiencing job dissatisfaction. Alison’s views on inter-office dating can be attributed to the EVLN model of job satisfaction, as she holds strong religious beliefs opposing such relationships.
This is a clear example of job dissatisfaction, as she is trying to recommend ways to improve a certain situation or formally express grievances. Richard’s reaction towards the retreat was the complete opposite of the rest, indicating that he is a high morale employee with a positive relationship with the organization. Solutions to these problems within the organization can include addressing perception, stereotyping, and stress management.
Engaging in organizational citizenship behaviours promotes cooperation and helpfulness among employees, creating a socially fit environment. Assisting, sharing, and adjusting with one another leads to positive outcomes at work. Implementing socialization programs that encourage good relationships regardless of age, race, or sex can improve workplace harmony. Management can eliminate discrimination or prejudice by fostering meaningful interactions among employees and promoting self-awareness to reduce perceptual biases. Creating an inclusive workplace that embraces diversity in race, ethnicity, beliefs, and values is crucial. Proper stress management is also important; it can be achieved through sharing workloads and offering flexible hours to ensure a mentally, physically, and personally healthy work environment for employees.
Enhancing an employee’s self-concept is crucial for creating a favorable work environment. Regularly assessing job satisfaction and assigned tasks is important for managers because it greatly impacts job performance.
The utilization of the EVLN model allows for effective evaluation of the various functions (“exit,” “voice,” “loyalty,” and “neglect”) within an organization. This evaluation helps establish a positive work environment that ensures employee satisfaction.
Through analysis of the conversation between Aline and the employees, it becomes evident that there are various objections and problems among the employees. These issues predominantly stem from stereotyping, beliefs, ethics, interpersonal relationships, job satisfaction, and maintaining morale. The effective application of organizational behavioral tactics can enable management to address and transform the current state of the organization. This will facilitate the creation of a more inclusive, less stereotyped, highly satisfied, and harmonious workplace.
