Question.3977 - Organizational Fit Case
Answer Below:
Organizational Fit Case Anthony Allen Management & Organizational Behavior Dr. John Humphreys November 21st 2024 Based on the case study by Clayton et al., (2015), 7 actions are - 1. Do Nothing (Status Quo) Advantages for Beverly: Avoids conflict or risk of retaliation. Maintains stability in her current role without additional stress. Disadvantages for Beverly: Continued dissatisfaction and misalignment with organizational or supervisory expectations. Potential burnout or disengagement, impacting personal well-being and performance. Advantages for the Organization: Avoids immediate disruption or conflict in the workplace. No additional resources or interventions required. Disadvantages for the Organization: Beverly’s unaddressed concerns could lead to reduced productivity or eventual turnover. Missed opportunity to improve organizational culture or supervisory practices. 2. Construct a Facade of Conformity Advantages for Beverly: Maintains professional relationships without immediate conflict. Avoids drawing attention to her dissatisfaction. Disadvantages for Beverly: Emotional strain and potential identity conflict from suppressing her values or concerns. Risk of long-term disengagement or decreased job satisfaction. Advantages for the Organization: Preserves short-term stability and prevents workplace conflict. Disadvantages for the Organization: Inauthentic behavior may lead to diminished trust and teamwork. The root issues remain unresolved, potentially causing future problems. 3. Approach Her Boss Advantages for Beverly: Provides an opportunity to express her concerns and seek resolution directly. Could improve her relationship with her boss if handled effectively. Disadvantages for Beverly: Risk of negative response or retaliation from her boss. May not result in meaningful change, depending on her boss’s receptiveness. Advantages for the Organization: Encourages open communication and conflict resolution. Provides feedback to the boss, potentially improving their management style. Disadvantages for the Organization: If mishandled, it could escalate the conflict or damage professional relationships. 4. Approach Her Boss’s Supervisor Advantages for Beverly: Escalating the issue may lead to higher-level intervention and resolution. Brings her concerns to someone with authority to enact changes. Disadvantages for Beverly: May damage her relationship with her immediate boss. Risk of being perceived as bypassing the chain of command. Advantages for the Organization: Brings management issues to light, allowing leadership to address them. Disadvantages for the Organization: Could create tension between the boss and their supervisor. Potential perception of a breakdown in internal communication. 5. Go to HR Advantages for Beverly: Provides a neutral platform to voice her concerns confidentially. May lead to formal investigation or resolution. Disadvantages for Beverly: Risk of being seen as a complainer or troublemaker. HR might prioritize organizational interests over her individual concerns. Advantages for the Organization: Highlights potential systemic issues that HR can address proactively. Disadvantages for the Organization: Could result in increased tension if the issue isn’t resolved adequately. Potential impact on HR’s reputation if perceived as ineffective. 6. Transfer Within the Organization Advantages for Beverly: Provides a fresh start and potential for better alignment with a new team or supervisor. Allows her to remain with the organization while addressing her concerns indirectly. Disadvantages for Beverly: May not resolve systemic issues in the organization. Requires adjusting to a new role and team dynamics. Advantages for the Organization: Retains an experienced employee and avoids turnover costs. Disadvantages for the Organization: The root problem remains unresolved, potentially affecting other employees. Additional costs or disruptions from the transfer process. 7. Quit Advantages for Beverly: Removes her from a misaligned or stressful environment. Opportunity to find a role better aligned with her values and expectations. Disadvantages for Beverly: Financial uncertainty and potential career disruption. Loss of professional relationships and institutional knowledge. Advantages for the Organization: Opens the position for someone who may align better with the current culture. Disadvantages for the Organization: Loss of talent and institutional knowledge. Costs associated with recruiting and onboarding a replacement. Recommendation with Expanded Justification For Beverly: The most constructive initial action is to approach her boss directly to address her concerns. Open communication aligns with conflict resolution models, such as the Thomas-Kilmann Conflict Model, which emphasizes collaborative approaches to resolving disputes. By initiating a direct dialogue, Beverly can clarify her position, seek mutual understanding, and propose solutions that benefit both parties. This approach minimizes escalation and demonstrates professionalism and respect for the chain of command. If this does not lead to meaningful change, escalating the issue to HR or seeking a transfer could be appropriate secondary actions. Research shows that HR departments are increasingly perceived as advocates for employee well-being, particularly in organizations that prioritize employee engagement (Gabriel et al., 2022). HR can mediate conflicts and provide neutral ground for resolution. Transferring within the organization allows Beverly to remain in a familiar environment while seeking a better alignment with a team or supervisor, which has been shown to increase employee satisfaction and performance. Finally, quitting should only be considered a last resort if all other avenues are exhausted. While it may provide relief from an unaligned environment, quitting entails risks such as financial instability and career disruption. Evidence suggests that individuals who leave due to person-organization misfit often face challenges in re-establishing their career trajectory without careful planning (Cunningham, 2022). For the Organization: The organization must prioritize creating a supportive and inclusive culture where employees feel safe voicing concerns. Training managers in emotional intelligence and communication can significantly reduce conflicts and improve person-supervisor fit (Gao et al., 2023). Regular feedback mechanisms, such as employee surveys or structured one-on-one meetings, help identify misfit issues early and prevent escalation. The organization should also encourage HR as a trusted mediator, empowering the department to handle conflicts with impartiality and transparency. HR professionals should ensure policies and practices align with the organization’s values and support employee engagement initiatives to prevent high turnover rates (Saks, 2022). Finally, promoting internal mobility through structured transfer opportunities helps retain talent and allows employees to find roles that better align with their values and skills. Studies show that internal transfers reduce turnover rates and improve job satisfaction by providing employees with growth opportunities (Michael & Fotiadis, 2022). References Clayton, R., Stratton, M. T., Julien, M., & Humphreys, J. H. (2015). Beverly Matthews. Organization Management Journal, 12(4), 221-234.Cunningham, B., (2022). Purpose Driven-Burnout: A Correlational Study of Burnout, Purpose in Work, Areas of Worklife, and Job Satisfaction in Nonprofit Professionals. Trevecca Nazarene University. Gabriel, A. S., Arena Jr, D. F., Calderwood, C., Campbell, J. T., Chawla, N., Corwin, E. S., ... & Zipay, K. P. (2022). Building thriving workforces from the top down: A call and research agenda for organizations to proactively support employee well-being. Research in personnel and human resources management, 205-272. Gao, Z., Zhao, C. & Liu, Y., (2023). Fostering a salesperson’s team identification: An investigation into the effects of leader-follower emotional intelligence congruence from a person–environment fit perspective. Journal of Business Research, 158, p.113654. Michael, N. & Fotiadis, A., (2022). Employee turnover: The hotel industry perspective. Journal of Tourism, Heritage & Services Marketing, 8(1), pp.38-47. Saks, A.M., (2022). Caring human resources management and employee engagement. Human resource management review, 32(3), p.100835.More Articles From Management
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