Word count - 3274
Surviving Amazon
Word count - 3274
Contents page
Executive summary. 3
Staff turnover rates and employees cheating...4
Employee safety...5
Discussion....6
Discussion....7
Discussion and conclusion...8
Recommendation.9
Recommendation10
References..11
References..12
Executive summary
Amazons most important stakeholder is their customers. Amazon (2023) A place where smart, passionate people obsess over customers. When considering the case study carried out by Adler-Bell (2019) this is evident from management, who subject warehouse employees to strict, almost unattainable targets. However, this mission is less applicable to employees, who fabricate their productivity rates through acts such as cheating, to appear more productive than they are, suggesting meeting customer expectations, and obsessing over customers is not their priority.
Adler-Bell (2019) identified several problems within Amazon warehouses. Including Health and Safety breaches, workers cheating to boost their productivity, and perhaps their biggest problem, high staff turnover rates. To address these issues, culture, motivation, safety, and individual personality differences are considered.
Amazon has taken an ineffective approach to motivate employees. Amazon assumes employees are motivated by money, by paying them double the NMW, applicable to theory X, however this is generally not the case. Whilst employees do not appear disgruntled with their wage, neither are they ecstatic about it. That said, it has been mentioned as the only benefit to working at Amazon, implying it adds to employee retention.
Due to the scale of Amazon, it is unlikely they will change their current practices, because overall it benefits them. Statista (2022) Amazon has the biggest share in their market, at 37.8%. However, there are adaptations to current practices that would be beneficial. Currently Amazon does not have clear performance management, implementing this means employers become aware of problems before they result in resignation. Also, their means of monitoring employees are likened to spies. The extent to which recommendations would be successful is dependent on the cooperation of employees and employers.
Current problems experienced within AmazonStaff Turnover Rates- - Maslow Hierarchy
Kantor and Streitfeld (2015) As of 2013 the average Amazon employee remained with the company for one year. Not too dissimilar to Adler-Bell (2019) who found employees who have been around for at least six months are considered old guard. Suggesting turnover rates for Amazon employees are high. However, it cannot be assumed technology companies such as Amazon have a higher-than-average staff turnover rate. Stowe (2020) the turnover rate in the technology industry stands at 13.2%. Lee (2022) states today the average employee turnover rate across all industries is between 12.4% - 17%. With that considered, staff turnover rates alone are not necessarily a problem within Amazon. That said, the reasoning behind Amazon staff turnover rates is a concern. Adler-Bell (2019) notes anxiety and severe stress are prominent in Amazon warehouses. When considering Maslow Hierarchy, Amazon workers basic needs are exceeded, with a higher-than-average salary, alongside belonging needs. A sense of solidarity is created on online forums, where Amazon workers share hints/tips to survive working at Amazon. However, esteem needs are lacking, as seen with comments such as I constantly dread going to work. Suggesting needs beyond basic ones ought to be met on Maslow Hierarchy to retain employees.
Workers cheating to artificially boost their productivity - Ansoff Typology
Adler-Bell (2019) Amazon employees steal and buy cheaply priced items in bulk. This is problematic because it suggests a lack of trust between employee and employer, demonstrating the power imbalance between both groups. Knippenberg and Hogg (2003) states power undermines trust. Employees do not trust their management, questioning their job security. Explaining why employees steal, in a desperate attempt to meet targets, as seen with the case study. Adler-Bell (2019) workers are fighting for control over their jobs. This example highlights employees are not motivated by money, otherwise they would not spend their own to retain their job. Implying money rewards as a recommendation would not be appropriate. This problem may be a concern for Amazon, but on the other hand, employees buying products in bulk contributes to Amazon achieving sales if employees purchase items, implying this problem might not be addressed by Amazon.
One explanation as to why workers play games can be attributed to Ansoffs Typology of organisational environments. Amazons work environment is repetitive. Adler-Bell (2019) we are not robots. Suggesting work tasks have little variation. However, employees tactics to add excitement to their day have an undesired effect. Adler-Bell (2019) managers publicly post a ranking of employee productivity. As a result, if employees buy products in bulk, it suggests their rate is higher than it really is, creating targets that are unattainable, because management will deem employees as slacking if their rate drops, when it was not reflective of their actual performance. In some respect employees are responsible for employers expectations due to cheating, however they would not feel inclined to do this if their jobs werent at risk for not meeting targets, therefore this issue is the responsibility of both employees and employers to address.
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Employee Safety - One of the most dangerous workplaces within America Hertzberg Theory
Physical danger is present. Adler-Bell (2019) smash your finger in a crate, youre going to hold your breath and keep going. Emotional Health is impacted. Adler-Bell (2019) Lay In bed stressed about how Im going to do the next day. Hertzberg Theory would suggest Hygiene Factors are lacking, due to poor working conditions affecting employees physical health. Adler-Bell (2019) workers frequently ignore aches and pains to meet rate. This combined with a lack of Motivational Factors because the work itself is problematic, results in employees displaying physical and emotional problems.
When considering the above, emotional danger to health is difficult to measure. Some employees display severe stress and anxiety, whilst other comments such as it gets better indicates a grey area. Personality factors can influence employees tolerance for stress. The Myers and Briggs Foundation (2001) The most and least common personality types are ISFJ (13.8%) and INFJ (1.5%) retrospectively. Both personality types are described as feeling. It can be expected Amazon employees will be on these spectrums because they are common in the general population.
Simply assuming emotional stress is an Amazon problem is not the case. Pindar (2022) 34% of employees across all industries are moderately stressed. Demonstrating emotional implications within Amazon are unlikely to be eradicated, because it is the norm within workplaces. Surprisingly, this is also the case with physical danger to health across industries. Health and Safety Statistics (2022) states 565,000 employees sustained an injury whilst at work. With that considered, physical and emotional health issues are commonplace across industries, suggesting this problem is universal. Further to this, Statista (2022) notes 3.29billion people are in employment. Comparing that figure against the number of injured employees suggests a minority are injured. Workplace injuries are not specific to Amazon, but their injury rates are much higher. Palmer (2021) Injury rates are almost 80% higher within Amazon than other warehouses, suggesting this goes beyond the norm of workplace injuries and should be addressed.
Discussion about above problems
Staff Turnover Rates - Handy Power Culture
Adler-Bell (2019) The scanner is a powerful surveillance tool. It records your productivity rate. Suggesting employers have complete control over warehouse employees, because it monitors employees closely, as might be expected with Power Culture. However, Cacciattolo (2014) Handy would argue rules are kept to a minimum within Power Culture. Evidently this is not the case within Amazon, who are target driven, suggestive of clear rules, indicating their culture is not well defined on Handy Culture Spectrum.
Furthermore, Amazon does not behave as would be expected with a typical Power Culture. Brown (1998, p.66) Dependent on trust, empathy and personal communication for its effectiveness when referring to Power Culture. Within Amazon this does not exist. Adler-Bell (2019) managers try to foster a culture of snitching which is not aligned with trust, perhaps explaining why such a culture is ineffective. When considering this, Amazon may behave differently to that expected of Power Culture, because Amazon exhibit reward power. Greenberg (2010, p.448) These rewards may be tangible ones such as raises and promotions. Adler-Bell (2019) The only benefit to working at Amazon is the benefits. Suggesting a key factor for working at Amazon is because they are enticed by rewards. However, this is not necessarily true. Adler-Bell (2019) Amazon warehouse workers minimum wage is $15p/h. Considerably more than the US minimum wage. Statista (2022) minimum wage in US stands at $7.25p/h. When comparing employee turnover rates at Amazon against other US industries, money is not a motivator for most. Andre (2021) 45% of US employees resign within one year, against 8% after 3 years. When comparing this against Adler-Bell (2019) who highlights those employed over 6 months are old guard, it is common for employees within all industries to resign within this timeframe, after which resignation rates decrease. Suggesting this problem is universal and not specific to Amazon.
Why do Amazon employees cheat? Goal setting Theory Locke and Latham
Locke and Latham (2010) argue goals that are specific and measurable encourage employees to work hard. However, it could be suggested this is a grey area, and goals that are very difficult to achieve can be demotivating. Amazon employee targets are unattainable long-term as found by Adler-Bell (2019) I cant get better no matter how hard I try. Implies employees want to work hard and are not simply slacking or lazy. As such, Amazon may see an improvement in performance if targets are reduced. Adams (2007) Overwork reduces employee productivity, with a 38% increase in anger, and 20% decrease in productivity, which is reflected in damaged products reaching customers, further strengthening the idea Amazons mission is not fostered by employees. The above Suggests being productive does not mean working manically, which Amazon are renowned for. Reducing targets for employees means employee output will reduce, but Amazon ought to consider to what extent they want to continually raise the bar of the customer experience. Attempting to exceed customer expectations at the detriment of employees is futile, as evidenced by employee turnover rates. Re-evaluating their mission statement has the potential to improve staff retention, eradicating one of Amazons core problems.
Further to the above, it is not enough to perform well occasionally; this must be consistent. Adler-Bell (2019) You can be king, but theres a blade hanging above your head. Despite this, employees have demonstrated they do not innately work hard, shown by acts of rebellion, despite comments above suggesting otherwise. Therefore, to some extent Amazon needs to closely monitor staff, otherwise they will not perform. Adler-Bell (2019) warehouse workers play games. For this reason, it is unlikely Amazon will reduce their intense levels of surveillance.
Overcoming cheating - Vrooms expectancy theory
Amazon tactics for improving employee performance can be likened to Vrooms Expectancy Theory. Adler-Bell (2019) Amazon runs power hours where employees compete to win raffle tickets. Amazon could develop this to motivate employees to perform. Yousaf et al (2020, p.1783) non financial rewards like appreciation and encouragement are the main source of motivating the employees because employees want recognition and to create the belonging ness. Based on the case study Amazon does not recognise employees who perform, instead they are recognised for underperforming. Adler-Bell (2019) underperformers are automatically enrolled in training. This factor does not create a sense of belongingness amongst employees, mentioned by Yousef as important, explaining why Amazons attempts at motivating employees with financial incentives is ineffective.
Employee Safety Maslow, Schein, and Social Identity Theory
Warren (1998) Maslow argues needs beyond basic safety needs should be met at work, and employees should be free from anxiety and fear. If these are measurements of basic needs, within Amazon these are not met. Adler-Bell (2019) employees experience nightmares and stress. Neither of which are suggestive of being free from anxiety/fear. When considering Schein Organisational Values Adler-Bell (2019) Veterans advise newcomers to resign themselves to dehumanising monotony. Suggesting employees are aware what to expect from the start, but this does not mean they will fully anticipate the reality of working at Amazon.
Schein would suggest there is a basic assumption amongst employees the only way to do the job is cutting corners, because they are aware of the importance of Health and Safety. Adler-Bell (2019) Do your job safely, do it correctly but make rate.. This statement is almost threatening, because although not explicitly mentioned, there is conflict between doing what is right working safely and doing what is expected meeting rate. Employees know this is wrong but continue to do it anyway, to keep their job. Whilst this basic assumption exists with Scheins model, from the perspective of Social Identity Theory, this is problematic. Knippenberg and Hogg (2003) state people join groups (organisations) to increase their self-worth. From this perspective, Amazon does not achieve this because employees are not happy. However, it could be argued using Schein Organisational values layer, acceptance amongst all employees Amazon is intolerable leads to shared identity, a sense of all being in it together, which is aligned with Social Identity Theory.
Employee Motivation - Maslow and Alderfer
Martin and Fellenz (2010) People must function in society as part of a group, belonging to such an organisation. In part Amazon achieves this, albeit unintentionally, because work practices encourage employees to look out for one another. Here relatedness needs are met within Alderfer Theory. When referring to the case study, participants encourage each other to stick it out. Suggesting a sense of support amongst Amazon employees, and belonging to part of a group, as seen with Shared Identity Theory. On the other hand, a sense of belonging to the organisation is lacking. Adler-Bell (2019) Managers publicly post a ranking of employees productivity at the end of each day. encourages competition amongst employees. Implying it is possible some needs can be met, whilst others are not. Amazon attempts to cause a breakdown in belonging to a group, by encouraging employees to compete with one another.
Conclusion
Issues identified within Amazon case study suggest problems are a result of employees, whose behaviour needs to change. It is arguable problems are a direct result of approaches undertaken by Amazon employers to achieve their mission to be the most consumer centric company on earth. To fully change the behaviour of either group is unrealistic. Amazon employers take an autocratic approach to management, and Amazon employees do not easily fall into one behavioural category. There is also conflicting information within Amazon case study. For example, some employees display unhappiness, whereas other employees are less affected, accepting of Amazons approach. Since there is not clarity as to what Amazon employees expect, a solution is not straightforward. Amazon may benefit from introducing personality tests during recruitment, for all employees and management, to determine resilience of employees. Then again, such tests might not necessarily reflect employees true character. Haynie (2021) personality differences indicates job performance, depending on the job in question. For example, Amazon warehouses are fast-paced, repetitive and mundane. As such it is unlikely this environment will suit employees who are creative and want job freedom because neither of these are encouraged within Amazon. Adler-Bell (2019) we are not robots, but I sometimes wish I was. is suggestive of this. Perhaps explaining the unhappiness experienced by some employees. Adler-Bell (2019) you should start thinking about it like a prison also indicates this further. However, as a recommendation this is too simplistic, and open to interpretation (people may lie on personality tests). As such more realistic recommendations are discussed below.
Recommendation
Managing performance, and reconsidering metrics used for productivity - haptic wristbands and TOTTo address high staff turnover, one of Amazons main problems, performance management must be introduced. Currently performance management is poor within Amazon. Simply punishing underperformers is not effective performance management. Therefore, Amazon will benefit from implementing a performance plan that is achievable. CIPD (2022) employees must understand what is expected of them and be motivated to achieve this. Currently Amazon employees know what is expected of them, to work efficiently with no more than 15 mins TOT within a day. However, this is not achievable, and Amazon do not motivate employees, resulting in high staff turnover.
Haptic wristbands are an ineffective measure for tracking performance because it reinforces the idea employees are being spied on. These must no longer be used. Adler-Bell (2019) we just assume were always being watched. Instead, employee output will be measured by considering how many items are picked, sorted, and delivered depending on the job in question. It will be transparent to employees how many items they must fulfil on a weekly basis. Measuring this daily will not be effective because it does not take into consideration factors that might influence productivity such as being exhausted, as experienced by Amazon staff, which will impact on perceived productivity levels. Employees will not be written up for underperformance, instead the results will be discussed within appraisals that will be held every quarter. They should be held every quarter and not sooner because employees will not constantly worry about making rate and the implications associated, which results in employee sickness and resignations because the pressure is too much. Equally, longer than every quarter means concerns will not be addressed within a timeframe they can be rectified.
TOT must be removed. Currently employees cannot exceed 15 minutes TOT implying employees work almost continuously. If TOT exceeding 15 minutes becomes common occurrence, an employee could be written up every day, which is demotivating, (not meeting basic needs on Maslow Hierarchy) reinforcing the view their job is at risk. Instead, TOT should be replaced by measuring group performance. This does not mean employees will do what they want. Brown (1998) businesses that are achievement focused favour a results-based system. When introducing this system, it must be clear what is expected of Amazon employees. This should be discussed between Amazon employees and employers to ensure everyone is satisfied the metrics for success are attainable, whilst not compromising Amazons mission. Measuring performance collectively will benefit Amazon because employees already share a sense of solidarity and look out for one another. Adler-Bell (2019) we help each other. Not only will this improve morale, but also contribute to several higher-level needs within Maslow Hierarchy for example esteem needs achievement. Currently Amazon meets basic economic needs, catering to these higher needs will lead to improved staff retention. Harvard Business Review (2019) belonging reduces turnover by 50% and improved performance by 56%. This recommendation will result in reduced staff turnover rates, one of Amazons main problems, which is why they should implement it.
Adaptation of AmaZen Booths
Finally. Amazon must improve employee well-being. A pattern established within the case study indicates employees are unhappy and unmotivated. Amazon has introduced booths within the warehouse where employees can go to destress. These need to be adapted further. Marcus (2021) these booths include mindfulness videos. It is essential these booths are in confidential areas away from the warehouse, otherwise this reinforces the idea employees are being spied on, because not only will employers know when employees are using the booths, co-workers will too, creating conflict between group members. Further to this, Amazon should not rely on videos, rather someone qualified to address these issues. Within Maslow Hierarchy, esteem needs will be met if issues are addressed with someone confidential. Currently using videos to improve employee well-being suggests the effectiveness of these is not monitored, and Amazon are not taking this problem seriously. Whilst employing people to carry out talking therapies adds to an Amazon cost, if it results in improved employee retention, benefits will outweigh this. It is essential Amazon do more than they currently are to address unhappiness of employees. Simply paying above NMW is not enough. As demonstrated from case study findings employees need more than basic economic needs to be met. The sooner Amazon accept and address this, the more likely they will improve employee retention rates.
References
Adams, J. (2007)Managing People in Organizations Contemporary Theory and Practice. 6th ed. Great Britain: Palgrave Macmillan. p.22.
Adler-Bell (2019) case study
Amazon. (2023)Our Workplace. Amazon. Available at: https://www.aboutamazon.com/workplace [Accessed 5 January 2023]
Andre, L. (2021)112 Employee Turnover Statistics: 2022 Causes, Cost & Prevention Data. Finances Online. Last Updated: 5 May 2022. Available at: https://financesonline.com/employee-turnover-statistics/#:~:text=In%20the%20US%2C%20the%20annual%20v [Accessed 3 January 2023]
Amazon Staff. (2018)Our mission. Amazon. Available at: https://www.aboutamazon.co.uk/news/job-creation-and-investment/our-mission [Accessed 4 January 2023]
Bennis, W. (1998)Maslow on Management. Canada: John Wiley & Sons, inc. p.26.
Brown, A. (1998)Organisational Culture. 2nd ed. Essex: Pearson Education Limited. p.66.
Brown, A. (1998)Organisational Culture. 2nd ed. Essex: Pearson Education Limited. p.171.
Cacciattolo, K. (2014) UNDERSTANDING ORGANISATIONAL CULTURES.European Scientific Journal. 2(1857 7881), p.3. Available at: https://core.ac.uk/download/pdf/328024696.pdf [Accessed 3 January 2023]
Carr, E. (2019) The Value of Belonging at Work. Harvard Business Review. Available at: https://hbr.org/2019/12/the-value-of-belonging-at-work [Accessed 6 January 2023]
Chevalier, S. (2022)Market share of leading retail e-commerce companies in the United States as of June 2022. Statista. Available at: https://www.statista.com/statistics/274255/market-share-of-the-leading-retailers-in-us-e-commerce/#: [Accessed 5 January 2023]
CIPD, (2022) Performance management: an introduction. CIPD. Available at: https://www.cipd.co.uk/knowledge/fundamentals/people/performance/factsheet [Accessed 6 January 2023]
Clark, D. (2022) Number of employees worldwide from 1991 to 2022. Statista. Available at: https://www.statista.com/statistics/1258612/global-employment-figures/ [Accessed 6 January 2023]
Greenberg, J. (2011)Behaviour in Organizations. 10th ed. Essex: Pearson. p.448.
Haynie, S. (2021) Should Personality Assessments Be Used In Hiring?. Forbes. Available at: https://www.forbes.com/sites/forbescoachescouncil/2021/06/03/should-personality-assessments-be-used- [Accessed 6 January 2023]
Health and Safety Executive. (2022) Health and safety statistics. Health and Safety Executive. Available at: https://www.hse.gov.uk/statistics/ [Accessed 3 January 2023]
Kantor, J. and Streitfeld, D. (2015.) Inside Amazon: Wrestling big ideas in a bruising workplace.The New York Times,15(08), pp19. Available at; Inside Amazon: Wrestling Big Ideas in a Bruising Workplace - The New York Times (text2fa.ir) [Last accessed 14 December 2022]
Lawrence, G and Martin C. (2001)The Myers and Briggs Foundation. mbti. Available at: https://www.myersbriggs.org/my-mbti-personality-type/my-mbti-results/how-frequent-is-my-type.htm [Accessed 2 January 2023]
Lee, E (2022) What is Staff Turnover? CPD Online College Knowledge Base. Last Updated: 21 April 2022. Available at: https://cpdonline.co.uk/knowledge-base/business/staff-turnover/ [Accessed 15 December 2022]
Marcus, J. (2021) Amazons new AmaZen booths are a spiritually dark solution for late capitalism. The Independent. Available at: https://www.independent.co.uk/voices/amazon-amazen-union-alabama-warehouse-b1855408.html [Accessed 6 January 2023]
Martin, J. and Fellenz, M. (2010)Organizational Behaviour and Management. 4th ed. Croatia: Thomas Rennie. p.162.
Martin, J, and M, Fellenz. (2010)Organizational Behaviour and Management. 4th ed. Croatia: Thomas Rennie. p.171.
Palmer, A. (2021) Amazon warehouse workers injured at higher rates than those at rival companies, study finds. CNBC. Available at: https://www.cnbc.com/2021/06/01/study-amazon-workers-injured-at-higher-rates-than-rival-companies.ht [Accessed 9 January 2023]
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Case Study Structure & Step by Step Writing Guide
A successful case study analyses a real-life situation where existing problems need to be solved. It should relate the theory to a practical situation; for example, apply the ideas and knowledge discussed in the coursework to the practical situation at hand in the case study. Providing realistic recommendations based on your analysis of the case study will be essential to achieving higher marks.
A basic structure will do the following:
Identify the problems.
Select the major problems in the case.
Suggest solutions to these major problems.
Recommend the best solution to be implemented.
Detail how this solution should be implemented.
Consider that the assignment will be marked according to the following:
Note that recommendations for how the firm can improve are an essential aspect of analysis and application.
Case Study Structure
1. Synopsis/Executive Summary (approx. 250 words)
Once you have finished writing your essay this section is a summary of ALL of your work which includes recommendations.
The executive summary is similar to an abstract and briefly describes the company or organization you studied, the problem it faced, the thinking process you followed, and the outcome or solution you propose.
It is a summary of your assignment including the results you achieved as a result of analysis rather than an introduction.
Write this part last.
2. Findings (approx. 1200 words)
This section connects theory from the module to issues identified in the case study.
Identify the problems found in the case by:
analysing the problem, supporting your findings with facts given in the case, the relevant theory and course concepts.
searching for the underlying problems
This section is often divided into sub sections.
Your role here is to show an understanding of the case study and how it connects to themes, theories, and concepts from the module.
Use the discussion questions to help you decide what themes to address in this part.
Ensure to show knowledge of the module and address the learning outcomes.
Step by Step Guide:
Select 3 or 4 themes as sub headings (I recommend 3) from the module and connect these themes and theories (remember to show research and citations) to the case study.
Themes include leadership, followership, ethics, CSR, unionisation, presenteeism, motivation, performance management, power, teamworking, conflict, multigenerational working, surveillance, stress etc.
Marks are awarded here for showing good knowledge of themes connected to the module, using resources connected to the module along with independent resources. Furthermore, showing knowledge of the case study in relation to the theory.
3. Discussion (approx. 1000 words)
Summarise the major problem/s.
Identify alternative solutions to this/these major problem/s.
Briefly outline each alternative solution and evaluate its advantages and disadvantages.
Step by Step Guide
Use the same sub-headings and themes as the previous sections. Your role here to is to analyse and critically assess the issues the organisation is facing in reference to your selected themes and consider how the organisation could address these issues.
For example, you may have identified the case study is related to a specific leadership theory and discussed why this is not working, not creating a positive culture, not motivating staff etc. In this section you can discuss changing the leadership theory would be beneficial. What examples from organisations or other leadership theories could be adopted?
4. Conclusion (approx. 250 words)
Sum up the main points from the findings and discussion.
Keep this short and summative, a conclusion should not say nothing new.
5. Recommendations (approx. 800 words)
Choose which of the alternative solutions should be adopted.
Briefly justify your choice explaining how it will solve the major problem/s.
This should be written in a forceful style as this section is intended to be persuasive.
Here integration of theory and coursework is appropriate.
Step by Step Guide
Write two in depth recommendations, therefore fully thought out and considered plans to create meaningful change in the organisation.
Alternatively, advance one recommendation using Kotters 8 steps to successful change management to help guide you.
Use different sub-headings than in the findings and discussion.
In this section, consider that your role will change to that of a consultant. Consider that organisations pay a lot of money for consultants and that obvious, generic recommendations will not be worth the time and investment.
Create specific recommendations that will help the organisation to improve with respects to their Organisational Behaviour. Make specific recommendations that go into depth. Do not make superficial suggestions that rely on someone else to do the hard work e.g. The organisation should invest in a HR Manager Consider why, what will this manager do and why is it important?
6. References
This structure gives you an idea of how many words to use for each section, however, please be mindful that this is only a guide. References do not count towards the word count.
Finally, look at the example assignments for more specific guidance here.
6mg001 Case Study
The following case study is a work of fiction and contains examples collated from a wide range of different working experiences and environments. Any similarity with existing organizations is coincidental.
Glossary
Blue collar workers Referred those who traditionally wore blue overalls in factory jobs (I.e., working class) as opposed to white collar office workers (middle class)
Casualized Employment A switch to more temporal work where employees do not have the same rights and protections as full-time work.
Structural Overwork When standard job activity takes longer than the working hours stated in your contract.
Introduction
ABC Deliveries is a former state-owned postal delivery service which was privatized over 10 years ago. This case study explores some of the workplace trends occurring at the organization. The organization is profitable and pays a reliable yearly dividend of 4% to its shareholders however, it has been unable to pay this in the past couple of years due to ongoing industrial action as the organization attempts to reorganize its workforce into accepting worse conditions like those offered to employees at competitor organizations such as DHL, FedEx, and Hermes.
Unionization, Resistance and Strikes
A legacy of most employees being public sector workers is that many have high salaries and benefits relative to industry along with full time positions as opposed to more casualized forms of employment common in the sector.
Management has progressively pushed to reduce the quality of employment offered and attempted to portray those on full-time contracts as lazy and inflexible workers who lack desire to compete in the modern economy. Union leaders, however, have used social media to counter the claims made by management by convincing workers to join WhatsApp groups where information is shared along with Zoom meetings which set out the unions position and employees can share their perspectives.
Common complaints are that employees feel pressured to sign new contracts with much reduced pay and employment benefits which include accepting a reduced contribution rate for pensions. Furthermore, many employees feel there is an aggressive agenda pursued by management in relation to expanding delivery routes with less time to fulfil each delivery.
Corporate Social Responsibility
The organization has a strong commitment to sustainability according to its Corporate Social Responsibility policy available on its website. There is a commitment to achieve net zero by 2040 and an intention to reduce waste through recycling. There is, however, no commitment in relation to its employee relations and its conduct towards employees.
Organizational Culture
A recent culture survey revealed deep unhappiness and dissatisfaction among employees, and this dissatisfaction focused on reducing the quality of working conditions along with increasing casualization among staff. It was also felt that management spent most of their time imposing continuously ambitious productivity targets at the expense of employee burnout and reduced mental health. There was also widespread unhappiness with the use of technology in the workplace.
In recent years, senior management has hired a range of highly paid engineers to develop and implement a regime of technological discipline on employees which was identified as a key source of unhappiness among staff. Examples include:
Scanners for warehouse staff which lead employees to the correct product but also record how many products are scanned per minute. This has led to gamification with some employees scanning many smaller items in a short space of time. This system has also led to more workplace accidents after employees prioritize speed and efficiency to meet quotas.
GPS tracking on postal routes to show speed and record any deviations. This has led operators to avoid addresses further away so as not to affect their statistics. Operators tend to wait until such addresses have several packages before making a delivery or doing it personally after work.
Although work is mostly individual, management has created teams to bring in gamification, a virtual league table is presented each week with a small reward for the winning team such as a pair of tracksuit bottoms for each team member. Employees have described a feeling of humiliation from their team being at the bottom of the table. As work is mostly individual, team members have limited influence on other team members besides coercion and manipulation, resulting in claims of people being bullied by other team members for low performance.
Office workers are not exempt with computer software which records when employees go offline and provides messages such as to avoid breaks and to spend more time in the zone heat and motion sensors are also present in the offices to record how long employees are at their desks.
The company also hired a firm to monitor the social media of employees to investigate whether their likes and interests aligned with that of the organization.
The rise of AI (Artificial Intelligence) has been used as a reason in several redundancies lately with no other reason provided. It is not clear how these job roles will be replaced by AI and seen internally as an excuse to reduce workforce numbers as those affected tend to be on higher paid, permanent contracts.
Leadership, Motivation & Performance Management
The organizational structure reflects a strong hierarchical approach, a legacy from its long history. Employees often complain of a lack of development opportunities for blue collar workers such as delivery drivers and warehouse operatives and this has led to a number leaving the organization to work for competitor organizations who attract new employees with offers which include investment in training along with promotion opportunities.
Interviews with current and past employees reveal that common metaphors used to describe the leadership style in the organization include words such as militaristic, hierarchical, bureaucratic, strict, and some even compared work there to a prison and even a panopticon.
There is a lack of trust between managers and employees. middle managers are responsible for maintaining and improving upon ambitious productivity targets set by upper management and this has also led to high turnover among management due to mental health pressures and an organizational design geared towards punishing employees for missing targets. There have also been several initiatives which have further reduced staff morale such as:
Leadership simulations to create buy in from focus groups many employees feel obliged to attend these focus groups run by managers and are confronted with the firms situation and asked what they would do about it. Employees report that they find these sessions manipulative, expecting management to use these to justify their ambition to reduce staff and close operation centres. One participant speaking anonymously remarked that As the sessions are run by management, there is an expectation to say what the managers wants to hear.
Successive managers, eager to climb up the hierarchy, have been more focused on creating a profile for themselves than responding to the needs of the employees. The past three chief executives have spent significant sums of money on changing the organization's mission statement, which involved taking down and modifying the organization's sign and logo which appears in each building. The current mission statement is Dedicated to serving our communities with excellence in service. this was changed from Placing customers first through excellent service.
Many more experienced members of staff have taken early retirement which has led to a lack of expertise and knowledge at various levels of the organization. Many of these members have not been replaced, which has resulted in structural overwork.
A common complaint is the expectation that packages are delivered to neighbours which has increased the time it takes to complete delivery routes and increases the level of responsibility as employees must also take the signature of the recipient.
Employees feel that they must always suffer when the firm suffers and is losing money which leads to job losses and restructuring, however there is no benefit when the firm does well with record dividend payments and executive bonuses not matched by anything similar for the rest of the organization.
Management is constantly trying to impose new rules on working conditions including an end to overtime and night shift pay allowances and introduce compulsory sunday working for some staff.
Recognition is limited with rewards offered to high performing teams being described as tokenistic, such as sports clothes or tickets to the travelling fairground when it is in town. Management, to boost morale, has tried to bring in recreational team-building activities such as organized activities at weekends like paintballing. Last December they also presented a short show at the close of the working day with dancers and acrobats.
Change Management Plan
ABC has launched a Change Management plan to address the low morale among its workforce called Going Forward Together which promotes the idea of job flexibility as something which fits the needs of modern work, and that work can fit around your life. The plan also includes a commitment to working from home, although this is not possible for many due to the work.
Management tried to create a more positive working environment by grouping new recruits with limited interaction with more permanent employees. They have also installed microphones around the workplace with an AI used to monitor conversations. Employees who have joined the union have reported that they were moved to another team shortly after. New employees are also encouraged to rank their team members in efficiency during appraisals under 360-degree feedback. Although joining the union is legal and not prohibited, managers frequently post group emails criticizing union activity and holding it responsible for the organization losing money.
Altogether it is unclear what the future will hold for ABC, it is a long way from resolving the underlying structural unhappiness which defines labour relations within the organisation.
Assignment Brief Template 23/24 6MG001 Organisation Behaviour
Topic Detail
Academic year / semester 2023/24 / Semester 1
Module code and title 6MG001 Organisation Behaviour
Module Leader Mohammad Alzbaidi
Assignment name Individual Case Study (Essay)
Assignment type Essay
Assignment weighting and size (100%) 3500 words (- or + 10%)
Assessment unpacking video location Assessment Information & Support Topic, on the Assessment Information and Support Page
Whats my assignment? unpacking date (if applicable) Week 1 w.c. 18/9/2023
Formative submission date (if applicable) See Canvas front page
Formative submission method (if applicable) Upload to Canvas see Assignment Tab in Canvas for details
Formative feedback date (if applicable) To be discussed in class
Summative (i.e., final) submission date 11th January 2024 at 2pm
Summative submission method Online in Canvas
Assignment requirements This essay require student to analyses issues in organisational behaviour by drawing upon the theoretical themes and concepts covered to offer interventions in the given case study.
Critically reflect on your own learning by drawing upon the theoretical themes and concepts covered on the Leadership and Human Resource Practice in Organisation module to offer interventions in the given case study.
In considering the four reference points below, please refer to the case study task questions providedas integral part of this assessment on your Canvas menu: Concise but succinct overview of the case study. Theoretical analysis of the key Organisational Behaviour (e.g., Leadership, Power, Gender Dynamics etc..) related issue(s) identified within the case study. Diagnosis of the case study issue(s) by supporting your analyses, recommendations, justifications and solutions with evidence and the appropriate/relevant academic papers and conventions.
1. Synopsis/Executive Summary (approx. 250 words)
The executive summary is similar to an abstract and briefly describes the company or organization you studied, the problem it faced, the thinking process you followed, and the outcome or solution you propose.
It is a summary of your assignment including the results you achieved as a result of analysis rather than an introduction.
Write this part last.
2. Findings (approx. 1200 words)
Identify the problems found in the case by:
analysing the problem, supporting your findings with facts given in the case, the relevant theory and course concepts.
searching for the underlying problems
This section is often divided into sub sections.
Your role here is to show an understanding of the case study and how it connects to themes, theories, and concepts from the module.
Use the discussion questions to help you decide what themes to address in this part.
Ensure to show knowledge of the module and address the learning outcomes.
3. Discussion (approx. 1000 words)
Summarise the major problem/s.
Identify alternative solutions to this/these major problem/s.
Briefly outline each alternative solution and evaluate its advantages and disadvantages.
Important Please note you can also combine the Findings and Discussion Section. This section should ideally address 3 to 4 different topics. If you try to cover too many topics, this will affect the quality of your work as your arguments will be superficial.
4. Conclusion (approx. 250 words)
Sum up the main points from the findings and discussion.
5. Recommendations (approx. 800 words)
Choose which of the alternative solutions should be adopted.
Briefly justify your choice explaining how it will solve the major problem/s.
This should be written in a forceful style as this section is intended to be persuasive.
Here integration of theory and coursework is appropriate.
In this section, consider that your role will change to that of a consultant. Consider that organisations pay a lot of money for consultants and that obvious, generic recommendations will not be worth the time and investment.
Create specific recommendations that will help Amazon to improve with respects to their Organisational Behaviour. Make specific recommendations that go into depth. Do not make superficial suggestions that rely on someone else to do the hard work e.g. Amazon should invest in a HR Manager Consider why, what will this manager do and why is it important?
6. References
This structure gives you an idea of how many words to use for each section, however please be mindful that this is only a guide. References do not count towards the word count.
Learning outcomes LO1 Developed an understanding of organisational behaviour theory and research in contemporary society.
LO2 Be able to critically assess key concepts within organisational behaviour, such as
motivation, power, gender, organisational structures.
LO3 Develop the ability to apply pertinent organisational behaviour knowledge, in
evaluation, analysis and problem solving in a critically reflective way.
Assessment criteria(see rubric below for performance criteria) Content 25%: Breath and relevance of academic content/context including peer reviewed academic journals.
Analysis 25%: Depth of synthesis and critical evaluation
Application 35%: Evidence of how theoretical tools is shown to apply and relevant to workplace practices.
Written communication 15%: Grammar, coherence, logic of arguments, and Harvard referencing
Characteristics of a good submission A successful case study analyses a real-life situation where existing problems need to be solved. It should relate the theory to a practical situation; for example, apply the ideas and knowledge discussed in the coursework to the practical situation at hand in the case study. Providing realistic recommendations based on your analysis of the case study will be essential to achieving higher marks.
Additional instructions All submissions must be uploaded via Canvas; paper and email submissions will NOT be marked.
Appendices and the reference list are NOT included in this word limit.
Please ensure you keep a copy of your work and a file of working papers; there may be circumstances where it is difficult to arrive at a mark for your work. If this is the case, you may be asked to submit your file and possibly meet with your tutor to answer questions on your submission.
Professional Body requirements N/A
University regulations Universitys Academic RegulationsAcademic Integrity PolicyLevel and Mark DescriptorsSupport Student Support and WellbeingStudy GuidesSkills for Learning Introduction to Academic Study SkillsAcademic English Language SkillsYou should also refer to your Course and Module Guides
Date by which feedback will be provided In line with current University guidelines
Feedback format Written feedback on Canvas.
Resit details Re-sit opportunities are available for students who are unable to take the first sit opportunity, or who need to retake any component. Resit will require student to amend / improve on the original submission.
Refer to the VLE topic for contact details of your module leader / tutor, tutorial inputs, recommended reading and other sources, etc. Resit details will also appear on the VLE module topic.
The Universitys Learning Information Services offer support and guidance to help you with your studies
and develop your academic skills http://www.wlv.ac.uk/lib/skills_for_learning/study_guides.aspx
Assessment Rubric
Assessment criteria (70-100%)
Excellent (60-69%)
Very Good (50-59%)
Good (40-49%)
Fair (0-39%)
Poor
Content
Breath and relevance of academic content/context including peer reviewed academic journals.
Impressive organisational, contextual and theoretical justification of the issue, its impact on the case organisation. All relevant key issues identified and discussed to a very good, excellent or outstanding level.
A good organisational, contextual and theoretical justification of the issue, its impact on the case organisation and the implications relating to it. Most key issues identified and discussed to a very good level. A competent organisational, contextual and theoretical justification of the issue, its impact on the organisation, and the implications relating to it.
Some key issues identified and discussed to an acceptable level. Some key areas may have been overlooked or considered in insufficient depth. Some effort has been made to justify the chosen issue. Some discussion of the impact on the case organisation. Some key issues have been missed or inadequately discussed. Issue is unclear or has not been identified. Little or no consideration of the issues and how they/ can/ are impact/ing the organisation.
Key issues have been incorrectly identified or overlooked and there is insufficient discussion.
Possibly incoherent description in places or no real attempt to address assignment brief.
Analysis
Depth of synthesis and critical evaluation Critical evaluation and application of key concepts, relevant authors, theories and major debates appropriate to the issue is of a very good, excellent or outstanding level.
Clear evidence of independent thought. Outstanding theoretical analysis of the key Organisational Behaviour (e.g., Leadership, Power, Gender Dynamics etc..) related issue(s) identified within the case study. Good critical analysis, application and critique of concepts, relevant theories. Good Theoretical analysis of the key Organisational Behaviour (e.g., Leadership, Power, Gender Dynamics etc..) related issue(s) identified within the case study.
There is evidence of engagement and analysis of relevant theories.
Reasonable theoretical analysis of the key Organisational Behaviour (e.g., Leadership, Power, Gender Dynamics etc..) related issue(s) identified within the case study. The work may be an overly descriptive account demonstrating only minimal interpretation, and very limited evidence of analysis, synthesis, application or evaluation. No counterarguments or alternative frames of reference are generated or considered. Lists of theory with no application. Fundamental misconceptions on how to analyse and apply relevant theory to academic work. Instead, the work is mainly descriptive and shows little or no understanding or application of relevant theory. Possibly too few references to appropriate literature and no evidence of independent thought and/ or criticality. Possibly no real attempt to address assignment brief.
Application
Evidence of how theoretical tools is shown to apply and relevant to workplace practices. Evidence of originality and independent thought in relation the theoretical application to the organisational context which demonstrates a deep understanding of the relevant issues.
A wide and appropriate range of independently sourced contextual material is used alongside theory to challenge and critique current practice to a very good, excellent or even outstanding level.
Effective consideration of the organisational context demonstrating a good theoretical application to the organisational context
A good and appropriate range of independently sourced contextual material is used alongside theory to provide a sound level of challenge and critique of current practice. Some consideration of the organisational context, demonstrating an acceptable understanding of the relevant issues through relevant theoretical application.
Evidence of a basic engagement and application of contextual material used with theory to provide work that has some challenge and critique but is broadly descriptive. Little consideration of the organisational context, demonstrating a limited understanding of the relevant issues. Little or no theoretical application to the organisational context.
Limited engagement of contextual material, poorly linked to theory and limited in its application. The work is overly descriptive and lacking in analysis. Little or no consideration of the organisational context, no demonstration of understanding of the relevant issues.
No use of contextual material, or material used is not relevant. Few or no links to theory and no relevant application made. Wholly descriptive. No attempt at analysis or evaluation.
and lacking in analysis.
Little or no attempt made to address the assignment brief
Written communication
Grammar, coherence, logic of arguments, and Harvard referencing A balanced, well-structured submission, a very clear and coherent in approach. Well-written, well presented and largely or wholly free of spelling, grammatical and/or typographical errors. Very good, possibly faultless application of Harvard referencing system. A balanced, well-structured submission. Overall clear and coherent; well-written and well presented. Some small, repeated errors in referencing or grammar. Good application of Harvard referencing system.
Submission is cohesive, but may be hindered by inappropriate balance, structure or writing style. Some small, repeated errors in referencing or grammar. Whilst some of the characteristics of a pass have been demonstrated, the work does not address the submission requirements overall. Possibly lacking in balance, structure or writing style. Repeated errors in referencing and/or grammar. Significant and/or critical failings in balance, structure or writing style. Possibly lacking in coherence and/or is badly presented. Repeated and possibly significant errors in referencing and/or grammar.
