Orcanisational Behaviour Report:
This repoit exainine the role of managers as leaders upon influencing employee behaviour, IT}otivatioii and commitment to achieving
organisational goals within a retail SGIvice environment, focal to tlTe impleiT}Gritation of two conteinporary concepts; 61npowennent and servant
leadership. Tile degree ill whicli manager inspire cliange and lead reflects tlie Inariagement techniques 11nplemented by a large retail group
special ismg ill sport sales, upon managing positive employee relations within a sale oriented task focus of a sales assistant within a customer
SGIvice context (Appendix I),
Ex ected:
Difference:
Actual=
Recommendations:
lE;in owermemt
. Employee Ginpowennent is a
. 111 a retail context,
. The delegation of power
. 111 adopting managerial change
InariageiTTent technique directed
employee 61npowenneiTt
solely to the store Inariager
within a traditional sales
towards the achievement of
is centralized. Span of
contradicts the proposed
environment, Jansseii (2004)
organizational goals tl}rough
control is narrow as tasks
concept of 'shin, ing vinyiJig
suggests the implementation of a
'Grincliing people's jobs and giving
are ordered and
c/eg, 'ees qfpowei' with lowei. -
people-based systein focal to
power to exercise control over and
coordinated down, as
level ei, !ployees'. This sense
61nployee involveInGrit, would
take responsibility for outcoines of
power is given to store
of dominance from an
reduce tile restrictive and
efforts' (Sahoo & Das, 2011, p. 46).
managers tlirougli tile
authority figure discourages
fonnalized nature of controlling
Tliis delegation of power througli
implement an o11 of staff
a sense of 'meaningfulness'
task autonomy by store Inariagers
restructuring job responsibilities
selection* individualized
and 'impact' ill their work
(Janssen, 2004, p. 56). This would
fosters a sense of competence and
sale tasks and budgets, in
upon negatively Influencing
enable a responsive work-place
^!
control tlTat opposes the traditional
driving perfoiTnance
Individual and organizational
ei}vironment, where employees
role of centralized tasks imposed by
standards.
commitment (Sahoo & Das,
are valued for their selling skills
2011, pp. 47-48).
as opposed to being evaluated.
upper management througli
Inspiring GIIange and increasing
workplace coinmitment.
. Empowei, I\Grit througli tlie
. Management practices
. TITe concept of effective
. Fomes (2008) outlines tlie need to
implementation of proactive
within a retail context
management in a sales
adopt 'more challenging and
management practices supports an
implement Ginpowennent
context implies the use of
rewarding job' design, whicli
organizational climate that
tin'ouglT perfoiTnance
nowe/' MCIi". ' to motivate
better utilize tlie skills aiTd
encourages the salesperson tlirougli;
based SGIiemes. Employee
behavior of salespeople
knowledge of sale staff through
'choice/'ulness, of~off, inn7(!c!, self
skills are directly
towards company targets
task identity, significance,
system control, meaniitg/ichiess,
measured by sale effort,
(Ki. eitner, Kiriicki, 2013,
autonomy and degree of
unit, ei'SL!I 1118/1ce , upon exerting a
wincli is acknowledged
p. 371). This approach to
responsibility, upon foaming
sense of autonomy and discretion,
tiltougl} reward incentives
service differentiates from
positive workplace relations
freedom, personal connection and
and punishment, in
tlie belief that effort is an
(Fomes, Rocco & Wolland, 2008,
confidence in their own ability when
building and retaining
outcome of self-
p, 340), Implementing a balance
'punic;!?unitg ill c/eel'sioii-Inclki, Ig '
confidence ill selling the
detenninatioii and skill
between tlie needs of salesperson
for sales related tasks (Sahoo & Das,
product and Gustoiner
Ginpowered by a sense of
and organization will govern fair
201 I, pp. 47-48). This perception is
service
self-efficacy and reward
and equitable treatinent and
regardless of tile reaching the
consistency within the workplace.
focal to the tileoretical framework
I :^.
that supports tlie argument tltat
'c/esii"ed old/come '(Sahoo &
'salespeople witlT InglT levels of
Das, 2011, p, 52).
selling skills' are 1110re likely driven
by intrinsic motivation that are
related to the 1170siti\, efy, 11,111ed
expel'ieiices Gillp/oyees CISsocict!e
with ex/libi'/ing Iheii' Idlei?I cmd
ev?ei'tence oil cttsio, ,?ei. service
msks' (SImintiras, Watkins, Ifie &
Georgakas, 2012, p, 1383),
.
Sale managers are able to maintain
. At a store level, the
. Traditionally effectiveness
. Kandu1^ (2004) S"ggests the
higli levels of Ginployee
salesperson reports
within the retail sector is
attitude and bellavior of the retail
coininitment tlirougli the strategic
directly to tlie store or
facilitated by limits and
manager should be 'congruent'
11npleinentatioii of 'Gillpowciv?lent CIS
floor Inariager. Delegation
controls opposing tlle
witlT tlie value systeins of sale
" cen!in/ mechc!Jim7i ' ill exercising a
of tasks imitates a top
concept of inspiring change
personnel and is reflected through
IPIcini?ec/ 41nd systemc!11c ' approacli
down appTOaCli ill
tlirougli trust and
tlTe relational role of power
tliat incoiporates; delegation of
maintain the dominant
cooperation, in shaping an
between mangers and salespeople
autliority, forTnatioii of committees,
relationship of the
organizational system the
(Kandula, 2004, p. 523). The
sense of trusteeship, employees
manager' to all employee
Incorporates a proactive and
adoption of managerial techniques
suggestion soneinG, InteractiOiT win}
role. Tasks are primarily
flexible approacli to
that 61npowe^ ill"eedoin,
^:S
top executives (Sanoo & Das, 2011,
focused towards selling,
engagement witli top
incl
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