There are certain issues found in organisational behaviour simulation that must be understood. Firstly, it is clear that non-monetary incentives are very effective in relieving stress among employees in an organisation. Newstrom (2007) asserts that managers bent on boosting the performance of their employees through reduced stress levels must use non-financial incentives particularly employee recognition programmes. As explained by Bratton et.al (2007) and Newstrom (2007), recognition and praise make an employee to feel real good and jubilant, effectively relieving any stress the employee might have been harbouring. Consequently, Bratton et.al (2007) strongly believe that recognition of employees is the most outstanding non-monetary incentive for relieving workplace related stress. When employees are invited to participate in decision making for instance, they feel highly appreciated and part of the organisation. Similarly, sympathizing with the employees’ conditions makes them feel relieved and ready to reciprocate.
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Secondly, employee motivation impacts positively on organisational performance as strongly argued by Bratton et.al (2007). It is true that a highly motivated employee shows increased productivity and is a treasured asset of the organisation. This argument is echoed by Newstrom (2007) who reiterates that “a motivated workforce has more productive employees who attracts more customers and are associated with increased revenues and general cost savings”. In connection to this, motivated employees strive to create a positive work atmosphere that both customers and employees admire (Lewis, 2002). Moreover, motivation has long term benefits to the organisation in that the organisation can retain the best employees hence saving on recruitment and re-training costs (Newstrom, 2007). It is therefore in order to maintain that motivation breeds commitment from the employees who in turn make the workplace a fountain of happiness.
Finally, today’s business environment is one characterised by cutthroat competition thereby forcing businesses, small and big to embrace workforce diversity in order to survive. Proponents of workforce diversity attribute numerous benefits to this venture. For one, increasing the diversity of an organisation’s workforce broadens the knowledge pool from which views and ideas for decision making in the organisation are drawn (Lewis, 2002). Also, sourcing workforce from diverse backgrounds bestows an organisation a larger talent pool from which to recruit, thus increasing the chances of getting the best employees. Additionally, companies with international interests have been able to succeed in clinching a share of the global market segment by simply employing a diverse workforce (Lewis, 2002). Available research findings (Newstrom, 2007) indicate that organisations that have a homogeneous workforce are not well equipped to meet the challenges of today’s business environment as are those with a multi-cultured workforce.
Bratton, J., Forshaw, C., Callinan, M & Sawchuk, P. (2007). Work and Organizational Behaviour: Understanding the Workplace. Palgrave Macmillan.
Lewis, Bernard. (2002). What Went Wrong? Western Impact and Middle Eastern Response. New York: Oxford University Press.
Newstrom, J. W. (2007). Organizational Behavior: Human Behavior at Work. New York: McGraw-Hill.