Research Paper on Organizational Behavior

1.0 Introduction

Organizational behavior is a study aiming at comprehending "human behavior, whether individuals or groups, in organizations" concerning their talents, needs as well as aspirations (Schermerhorn 2012, p. 4). Naturally, peoples' talents, needs, and aspirations are factors that affect business organizations of their affiliation directly, and thus, managing such characters is a critical factor in shaping the enterprise and achieving goals and success (French 2011, p. 1). As such, every business organization should embrace organizational behavior to ensure that the activities of the employee are oriented in the right course of its objectives and goals.

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1.1 Research Questions

Organizational behavior is a basic necessity in every business organization, and hotels serve as an example when it comes to the analysis of the impact of corporate behavior on the business' performance. Typically, organizational behavior focuses on the behavior of the workforce, and this either motivates these individuals proud of their workplace or hate it to the extent of contemplating exiting. Thus, front-line employees of hotels, for instance, must be accountable for their actions as they affect their colleagues. The biggest question arising from this is, "What would make an employee enjoy working for a business organization, and make him or she wish to stay there for ages?" Again, "What are the commitments of employees to ensure that they establish a friendly environment for work?"

2.0 Literature Review

2.1 Theoretical Background

Organizational behavior is a multidisciplinary subject that touches on various aspects of human behavior, especially at work. This chapter provides interplay between the multiple disciplines of organizational behavior by demonstrating a relationship and understanding between individuals or groups as well as how hotels enhance model their behavior (Parikh & Gupta 2010, p. 20). These factors shape organizational behavior in two distinct ways; culturally, and environmentally.

2.2 Individual Effectiveness

Culturally, the effective relationship among individuals or groups is paramount. For instance, a good relationship among front-line employees in a hotel creates a conducive environment for work. This depends on the individuals' attitudes, personality, perception, and motivation. These aspects improve an individual's effectiveness. Consider a situation where all front-line employees possess positive energy at work. Such a phenomenon motivates workers, encourages teamwork, and compels them to work for their organizations for long. The converse of this spells doom for the organization because it signifies demotivation and disappointment in working for the hotel. Positive energy at work explains why energetic employees are displaying acceptable attitudes, personality, as well as motivation, serve longer than those who do not. For instance, when a front-line hotel employee has a bad attitude and feels demotivated, they leave their organizations pretty quick because they will not blend in well with their colleagues and complete assigned tasks within the stipulated time.

2.3 Group Effectiveness

On the other hand, power and politics, interpersonal skills and communication skills, as well as conflict resolution approaches, are vital in developing group effectiveness. In hotel setups, there must be scenarios in which individuals and groups relate. Naturally, an employee would feel comfortable in a secure work environment. Thus, hotel employees should display effective communication practices, conflict resolution strategies as well as teamwork. This means that understanding individuals constituting the group is critical, and the converse of this demotivates group members. When this happens, they are compelled to leave their respective hotels. The effectiveness of the groups and the groups in the front-line of any hotel determines whether or not their colleagues develop a long-term relationship with the hotel. Ideally, there is no way an individual will stay in a hotel in which he or she is mistreated or oppressed. Again, miscommunication and poor relationship with fellows is a factor that counts (Robbins & Judge 2012, p. 145). Thus, employees committed to ensuring excellent communication, fair conflict resolution, motivation, good attitudes as well as teamwork excel, and this explains why they may never wish to leave their respective hotels. To demonstrate it, hotels should establish avenues through which groups, for instance, the cleaning team, communicate among themselves as well as other departments. Through this, they access necessary information related to their work, and consequently action as required.

2.4 Organizational Effectiveness

Organizational behavior is a two-fold subject that touches on the employees as well as the organization itself. Even though employees do much of the work, it is up to the hotel itself to create a culture that accommodates their front-line employees. There are cases in which hotels do not establish favorable cultures for their employees. For instance, some hotels do not pay attention to the grievances and complaints of their employees, and this leads to severe problems such as recklessness at work and ignorance of duty. On the other hand, hotels that take care of the issues aired by their employees enjoy due diligence and high performance of their employees. This is because their employees will be working hard to prove that they are worthy of a long-term collaboration for their employer.

Organizational structure is yet another element that counts in the study (Robbins & Judge 2017, p. 227-241). Naturally, well-structured hotels enhance efficiency and performance among employees. Organizational structure is a phenomenon that makes employees feel proud of their employers. The converse of this is true, and thus, hotels can manage the behavior in their firms by establishing sober structure such as proper work allocation and timely payment of their employees. Therefore, workers will be confused, and some of them will fall victims of work overload. Consequently, they end up opting to exit the organization.

3.0 Data Collection Instruments

There are various data collection methods, and depending on the nature of the research and the aim of the study, researchers are at the liberty of choosing a technique that deems him or her fit. For instance, this study demands precision, and this necessitates a research method that will draw contemporary results on the topic as well as offering flexibility for explanations and clarifications. Semi-structured interviews provide abundant room for effective data collection alongside room for extra clarification for interpretation by the respondents (Galletta & Cross 2013, p. 2). The semi-structured interview allowed narratives to unfold, and this enabled hotel employees to express themselves on the factors that drive them towards loyalty to their respective employers. For instance, employees get to show how differences in personalities at the workplace is a factor determining collaboration, and the relationship among employees (Dagenais-Cooper & Paille 2012, p. 2).

In most cases, employees demonstrated how individual characteristic features affects the working environment. The most notable examples arising from this point is attitude and job satisfaction among individuals. These two features are vital because they define whether or not an individual will enthusiastically work (Robbins & Judge 2017, p. 3). Naturally, dissatisfaction at the workplace demoralizes individuals. Consequently, such happenings may spread to other workers, mostly those who are strictly related to discouraged individuals. However, employees committed to working for their organizations will channel efforts towards motivating their demoralized partners. Attitude is yet another contagious element at the workplace. Naturally, individuals with bad attitudes will influence their colleagues negatively about work. However, the case never changes because committed employees will resist the negative attitudes and put on the positive attitudes that enable them to work efficiently.

4.0 Results and Analysis

4.1 Career Development

Hotel setups bring together different individuals with varying attributes, and this is a recipe for all sorts of outcomes regarding organizational behavior. One, some employees are willing to do everything and everything to see the business grow because of the love, appreciation, and passion they have for their careers. As such, they prefer building their career in one hotel. Such employees aim at creating smooth and accommodating work environment for their colleagues who help them do their work. Sometimes they end up encouraging and mentoring their juniors. As such, they get nab and encourage their juniors and colleagues to work hard and stay in their organizations, and grow together alongside them. Such grounds make most employees happy, and thus, they prefer serving in such hotels for decades, or instead until retirement.

4.2 Organizational Citizen Behavior

Citizen behavior in an organization also matters. Colleagues in any organization, hotels included, can be a motivation of a discouragement. Thus, this defines whether an individual would wish to remain or exit his or her hotel of affiliation. For instance, if motivated and energetic colleagues surround an individual, he or she will have all the reasons to be proud of working with them. However, demoralizing and demotivated colleagues normally demotivate their fellow employees. The net of this is underperformance that may risk someone's job. Thus, individuals will strive to find energetic and motivated partners that challenge them to do better, if not maintaining consistent performance. On the other hand, employees who found themselves with underperforming and demotivated partners are always in...