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Psy 435 Improving Organizational Performance Simulation Summary

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Improving Organizational Performance Simulation Summary

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Improving Organizational Performance Simulation Summary
I was amazed at how much thinking, research, and data goes into the choosing of proper
adaptation, modification, and augmentation of company policies in I/O psychology. The first
time I ran through the simulation I got all of the solutions wrong. I was thinking all along that it
was the pay that was the problem. After all, in most organizations that seems to be the problem
(i.e. too much month at the end of the money). At any rate, Airdevils is a once successful
company that is now experiencing some issues with management/employee interpersonal
communication, employee satisfaction, and too much monotonous work. Celsey Evans started
the company in 1995 by herself, but quickly employed 4 colleagues within a year. These first 5
employees form the inner circle of management for the Airdevils. At date, the company
employees 115 people and has a steady stream of repeat customers. However, as of late
customers have been complaining about the Airdevil’s quality of performance and employees are
complaining about decrease job satisfaction. The founder of the company, Celsey, has hired
Dream Teamworks—an organizational psychology consulting firm—to arrest the deteriorating
situation at the Airdevils. In all, Dream Teamworks hypothesizes that employee dissatisfaction is
the result of their suggestions not mattering and monotonous routine and suggests that to fix the
problem a set of interventions—for the stunt performers, support crew, and management—must
be put into place in order to correct the detrimental course that the company is currently on.
Simulation and Solutions
Identifying the Problem
The simulation follows a logical path; from the introduction of a problem, to the
collecting of data/interpretation of data, to the proposition of a solution to fix the problem. At the
beginning of the simulation the point is to determine the reason for the drop in employee

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satisfaction. After reading the blog, which is a very good tool to promote interpersonal
communication amongst employees, it is clear that there are many components to the problem.
Notwithstanding, there is one multifaceted problem that stands above the rest: the stunt
performers joined the company for novel excitement and all they are getting is routine, and their
suggestions are going unheeded by upper management. The elite eight (E8) form the outer circle
of middle management and seem only to be concerned with furthering their own personal
superiority over the team’s collective success. To hearken back to Adlerian personality theory, we
must all choose between personal superiority and social success, and those that choose the
former put in place a set of safe-guarding tendencies in order to protect their fragile ego (Feist &
Feist, 2006). Hence, the E8 seem unconcerned about employee concerns while further their own
ends.
Intervention for Stunt Performers
Now that we have identified the reason why job satisfaction (JS) is low, it is time in the
simulation to propose a set of interventions—based on sound data and observations. A budget is
set at $150,000 to improve JS and a set of interventions are suggested. Of those I chose training
in other stunts, improve job design, allow participation in open competitions, and rotation in
industry meets. I chose these because they seemed to address the problems of monotonous
routine—through offering training in other stunts and rotation in industry meets—while
simultaneously confronting the stunt performers problems with the E8—by allowing
participation in open competitions. These interventions totaled $142,390 and the simulation
seemed satisfied with their effectiveness.
Stunt Consultations

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