We have discussed the implementation of organizational behavior principles in the company for quite some time. Some feel that there is no need to add these principles to the agenda, "that employee benefits are unrelated to both worker performance and perceived organizational support" (Lambert, 2000, p.801). The Board requested that we investigate these principles before adding them. The results of that investigation follow.
The core of any organization is its personnel and our success depends on our people. The goal of this company is to increase our profitability, increase growth and innovation, and introduce new values and culture into the organization. In order for us to remain competitive, we need to have "maximum quality, minimum cost, and [maintain peak performance]" (Ahls, 2001, p. 6).
I have noticed that the staff operates by a "hard-skills" ethic; they deal with the technical and functional aspects of the job but not the social.
"Soft skills" work synergistically with the hard skills. The soft skills like team work, communication, problem solving, and leadership together with the hard skills of computer knowledge, filing, and financial analysis make for a well-rounded employee (South Dakota's Governor's Office of Economic Development, Skills). The technical aspect of our company was top rate. Our employees came here with great talent, however they seem to have stalled and that along with the high absenteeism and increased turnover indicates that they are looking for something more in their jobs.
As you are aware, we recently completed an employee survey to understand our employees' perceptions of the organization better since "employee behaviors are based on perceptions, not reality" (Robbins, 2001, p. 94). Though participation in the survey was voluntary, 84% of the employees took part. There has been much research that provides evidence showing that factors in the work environment relate to "outcomes...