MGT5OBR Assignment
This assignment is discussed about the human resource conflicts and their behaviour about the organisation. In this assignment, there are three articles are selected for the perfect description of the human behaviour about the organisational tasks.
The article topics are “Power and overconfident decision-making,” “What happens when a few members see more conflict than the rest?” and “What moderates the effects of workplace diversity?” to resolve the problems. The articles focus on the human behaviour on the workplace diversity, overconfidence in decision-making and task conflict between team members.
“Power and overconfident decision-making” article provide the problem of responsible persons. The responsible persons are not provided the previous solutions of the problem until an accident occurs due to the negligence of human resources in the organization.
For example- in 2009, executives of the British petroleum did not consider the risk of the petroleum products and an accident was occurred because of leaking the petrol (Sinha, et al., 2016). This incident killed 11 workers with the high loss resources. After this, the executives were only overlooking the self-precautions than the preparation of the potential hazards. The second article discussed the effect of the diversity in the workplace of the employees.
The workplace diversity provides the different skills and workability to the employee for the individual and organizational development (Guillaume, et al., 2017). The third article defines that few members in the decision making process increase the conflict. In this situation, the team members always disagree with the decision of the task distribution. The team members can use their power in the wrong way by neglecting the important thinks that affects the team performance.
Power and overconfident decision-making article focus on the negative viewpoints of the human resources. Overconfidence can refer to high confidante on a particular thing will absolutely happen (Walumbwa, et al., 2011). According to this article, the power of employee in decision-making process can provide the wrong decision that can be harmful to the organization future.
The article focused that how the overconfidence can impact negatively on the overall performance or decision-making of the organization (Sinha, et al., 2016). The author provided batter way and reasons of the overconfidence that provided high knowledge. The organizational decision should be helpful to take a corrective decision for the organization.
In the other article, if some members help in decision-making process then they should permit for it because they can provide new way of development or restrict the potential problems (Van Lange, et al., 2013). The proper analysis of the problem can be solved the issue and take decision after the suggestion of the employee and enhance the team performance.
On the other hand, the workplace diversity of the employee can be helpful to provide the high knowledge and skills and restrict the employee with the daily family problems. In this article, all the hypothesis and research questions provide good sense related with the theory (Fast, et al., 2012). All the finding are suggesting for high growth of the origination with change and development. All the articles are providing several strength and weaknesses of decision making by human resources for the proper development of the organization.
The articles provided several types of research about human behaviour in the findings. They also provided the several conflicts and their solution for the development of the organization. For the development of human resources these articles are providing some methods and strategies. It provided the learning about the diversity of the workplace and their strengths.
Additionally, it provided the learning thing and experiments that why a person can be overconfident by the knowledge and skills (Alonso-Almeida, & Rodríguez-Antón, 2011). The articles are helpful to develop the knowledge that why task-related conflicts occur between the team members. In addition, it is also described that some members face many conflicts in the origination and rest members not face the conflicts.
In the comparison of the articles, it can be said that all the articles are related to the organisational behaviour of the employee in the organisation. Articles are providing the negative effect human power and overconfidence used by them in decision making process. The decision making process of the employee can be different at the same time in the organization. Additionally, there are high differences on between the articles according to the specifications.
The first article given by Sinha, et al., (2016) describes the negative impact of decision making process. In this article, the author describes the issues of using the power and overconfidence by the HR department can affect the organisational decision. The impact of overconfidence can provide a loss strategy to the business.
The experienced power is the biggest power that increases the overconfidence of the people in the decision making process (Sinha, et al., 2016). The experience can improve the several powers of an employee such as power related with work; simplify the task, and loss reduction power. All these powers are very helpful to increase the confidence in decision making.
Additionally, the link between power and overconfidence can make a person powerful to take a corrective decision. According to the article, if a person is feeling powerful in mind than it can increase the overconfidence in the practical subject. But in the concern of subjective sense of power, people can be overconfident by the high knowledge. The knowledge can be powerful a person in the subjective sense.
The second article written by Fast, et al., (2012) describes the effect on the employee by the workplace diversity. It is defining the negative and positive impact on the employees and organisation by the use of workplace diversity.
According to the article, it is more profitable for the organisation because it focuses on employee development and organisational development both. It is providing the several strategies, unit design, human resources, climate, culture, leadership, and difference to perfect impact of the diversity (Fast, et al., 2012). A perfect leader can inspire the employee for the betterment in the quality and skills for the perfect development.
In addition to this, the well-designed policy and structure by the organisation can develop the employee at the diversified place. The organisation should provide the attractive environment to the employee that can eliminate the demographic distance of the employee. During the diversity the employee finds out ht opportunity of openness and learning for the self-development. The employee can learn and develop the attitude, beliefs, working style and effective behaviour for the positive output of the workplace diversity by the organisation.
The third article given by Alonso-Almeida, & Rodríguez-Antón, (2011) is about the task conflicts between the team members due to long-standing at same task. This article is recommending to organizational managers to distribute the task between the employees according to the skills and knowledge after a period.
The task conflict can hurt the performance of the team and the debate between the employees can be solved by the effective human resource management in the organization (Alonso-Almeida, & Rodríguez-Antón, 2011). The task distribution between the employees should be done after the proper analysis, solution and control.
For the effective solution of the debate, the manager should increase the relationship between the team members. The team leader should also provide the training to the qualities work. He can also present the losses of the debate to the team members. In the small proportion of the employee in the team can resolve the conflict (Guillaume, et al., 2017). But in the large team the problem can be solved on by the several roles and regulation that have to be implemented for each and every employee in the group.
From the above discussion, it can be concluded that the overconfidence can lead the organisation too poor decision-making. In the article, there are five experiments demonstrated that can lead the overconfidence if the person feels powerful in the organization.
The overconfidence in decision making can be harmful for the organization because this type of decision can be negative. All the experiments are defined that if a person feels powerful then it can enhance their overconfidence. It is also concluded that the powerful person most of the time can use the overconfidence in the decision-making process.
It results in the findings that the overconfidence most of the time does not provide good health to the organization. On the other hand, the diversity in the workplace is very important for the development of both employee and business. It is very essential to the management that they should hire the employee for the diversified place because it contains several benefits.
The fast development or globalizations of the business can create an effective and diversified work environment for the employees. The workplace diversity may be helpful for the growth of the business, the stability of the employee, attractive for the customer and suitability of the business environment with the high profit.
It is concluded that the task conflict is the big problem of the organization for the team performance. It can be solved by the use of effective relationship between the employees of the team. The disagreement on the high level of the task should be solved by the team decisions to solve the conflict. The positive relationship between the employees can reduce the conflicts related with the task.
From the above analysis, it is recommended that the diversified workplace should be developed on the gender basis both male and female should be adjustable in the environment. The organization should also provide the good relationship at the diversified place by networking between the employees. They should encourage the employees by allowing for the discrimination of the problem.
To overcome the conflict between the employee the company should provide the proper training to the employee. It will be helpful for the employee to learn the organizational behavior and respect of the organizational employee.
Additionally, the training will also develop the skills and knowledge of the employee, so that they can complete any task easily. The leader of the company should promote the employee for the perfect relationship with the team members for effective team performance.
The organization should centralize the power of decision making that will help to remove the problem of overconfidence. On the other hand, the company can also make strategy where an employee should not take decision directly the final decision should be taken by the central management.
del Mar Alonso-Almeida, M., & Rodríguez-Antón, J. M. (2011). Organisational behaviour and strategies in the adoption of certified management systems: an analysis of the Spanish hotel industry. Journal of Cleaner Production, 19(13), 1455-1463.
Fast, N. J., Sivanathan, N., Mayer, N. D., & Galinsky, A. D. (2012). Power and overconfident decision-making. Organizational behavior and human decision processes, 117(2), 249-260.
Guillaume, Y. R., Dawson, J. F., Otaye‐Ebede, L., Woods, S. A., & West, M. A. (2017). Harnessing demographic differences in organizations: What moderates the effects of workplace diversity?. Journal of Organizational Behavior, 38(2), 276-303.
Sinha, R., Janardhanan, N. S., Greer, L. L., Conlon, D. E., & Edwards, J. R. (2016). Skewed task conflicts in teams: What happens when a few members see more conflict than the rest?. Journal of Applied Psychology, 101(7), 1045.
Van Lange, P. A., Joireman, J., Parks, C. D., & Van Dijk, E. (2013). The psychology of social dilemmas: A review. Organizational Behavior and Human Decision Processes, 120(2), 125-141.
Walumbwa, F. O., Mayer, D. M., Wang, P., Wang, H., Workman, K., & Christensen, A. L. (2011). Linking ethical leadership to employee performance: The roles of leader–member exchange, self-efficacy, and organizational identification. Organizational Behavior and Human Decision Processes, 115(2), 204-213.
