Name: Adelson B.

Arado ID No: 190000002087

Code & Subject: BA203 Human Behavior in Organization October 5, 2019
Time and Schedule: Saturday, 12:00nn – 3:00pm

Humanized Robots

I Introduction

We all know that employers want their workers to show loyalty and devotion, but sometimes they do not
return their half of the equation. Trade relations based on trust and involvement are important to the success of a
business and the success of a manager who promotes employee welfare.

The case is all about Helen Bowers, the new owner of the business of her dad who faces some problems
to be dealt with. The difference in opinion in how her father led and handled the company is her biggest
challenge. The article begins by describing how her dad treated his friends as part of his family. While this
produces a comfortable working environment which can be helpful to pleasing the workers, performance can be
negatively affected in the long term. In order to maximize corporate production, Helen takes the approach to strict
labor regulations and actions. Bowers computer components are in trouble here. Helen's new conditions are not
being well received by workers and production drops. I am sure none of them are satisfied with the gradual
disappearance of the softball field. Not only that, but the profit sharing plan being eliminated and wage cuts
decreases employee morale as well, which resulted to a high rate of employee turnover.

II Issues Underlying the Problem

• In the overview of the situation, define any prejudices.

a. Because Helen's decision to implement tougher rules in order to provide workers with benefits and their
emphasis on increasing performance has focused heavily on improvements in management and governance in
Bowers Machine Parts, the case does not give us an actual financial viewpoint of the business that must be
included in the criterion for judging the rational of Helen's decisions.

• Classify the factors that influence the problem as internal or external to the organization.
a. Rapid change in leadership and leadership style which may lead to confusion and elimination of vital and
positive organization culture.
b. The presence of Japanese competition, which most likely affects the decision of Helen Bower.
c. Negative employees’ response and reception to the new leadership style, compensation plan, and incentive
scheme.

• Consider of philosophical concepts that could justify aspects of the case.

III. Alternative Solutions to the Problem

Theory Application
Hertzberg’s Two-Factor It should ensure that Helen's workers are respected and valued in order to motivate them.
Theory Make sure your workers understand how they can evolve and progress in the organization.
Make sure the employees are treated fairly by supplying them with good working conditions
and a decent wage to prevent job dissatisfaction.
Maslow’s Hierarchy of Helen will show them (workers) the importance of their positions, thereby making the group
Needs more supportive and motivated to work.
Helen must also take care that she helps them beyond her job in other aspects of her life to
make the most of Helen's group. Maybe she could give employees flexible working hours so
that they can concentrate on their family and make sure they get fair pay so that they feel
financially stable.
Hawthorne Effect It can also inspire her employees to work harder to show that they are worried about them
and their working conditions. She can also allow her team to provide input and advice on
their workplace and their progress.
Expectancy Theory Benefits need not come in terms of pay increases, bonuses or all spending compensated
Hawthorne Effect nights out (but I usually find these to be welcomed!) Loyalty, promotion incentives, and
quarterly "employee benefits" can all take a long leap towards empowering Helen's staff.
Three-Dimensional Helen must ensure that she provides specific feedback to her staff, leting them know that
Theory of Attribution they can change and do it. By principle, this would help prevent them from attributing their
lack of skill to an inherent failure. Whether they work harder and adopt different strategies,
their success is controllable. She could also applaud her team, even if the result wasn't right
yet, for showing a change. She might, for instance, applaud someone for using the right
technique, even if she didn't want the results. It allows Helen staff, which can be changed in
the future, to attribute a loss to controllable factors.

IV Conclusion

Satisfied workers are just more productive and efficient. You tend to work more, contribute more and
make fewer people sick. We feel empowered, respected and loyal. We hang around so businesses don't have to
spend as much time and money recruiting new employees and educating them. Content workers are also
enthusiastic about their career, also attracting new talents. As job seekers call out for an employer, the company
chooses the crop cream to join their team. Unless people are aware of it, they really care about it–not just what we
can get out of–this tends to take the extra mile. Employees are the real competitive advantage of each
organization. We are the ones who create magic – as long as they meet their needs. Good employees are willing to
spend additional hours every now and then. When needed they will take an extra shift and work to meet the
deadline on the weekend. Nonetheless, this should not be the norm, but an exception. This kind of routine is not
permanent, so you put your best people on the road to burnout even if they don't leave voluntarily.

My analysis of Helen Bowers as a head of a company is that her main focus is the bottom dollar and
nothing else. Helen confronts the severe problem of employee dissatisfaction with her new plan. Yes, the bottom
line is essentially what defines a successful company and determines its rate of achievement, but there are so
many aspects of a company that can be altered in order to maximize profit without hindering or reducing
employee motivation. Small and mid-sized businesses that lose top performers incur the costs of hiring and
training new employees, but they face an even greater risk: damaging relationships with existing customers and
eroding the morale of other employees. Proof of this is that the companies that are the most profitable usually
have the highest employee retention.

V Recommendations

With your staff/employees, you need to know what is important. In how you deal with them, you must be
assured. You don't have to do it all. The more you build confidence with your staff. You will go out of the way to
look after your company if your employees know you appreciate them. You need to look after your family.
They'll make sure your workers have yours when you think you have their back. Employees work for their good
work and are compensated with the satisfaction and exceedance of their jobs requirements. Once employees know
what is required of them and are provided with the tools and training to do their work, they support the business
and are committed to assisting the organization to achieve its goals.

I would advise not setting a production limit or imposing wage cuts based on performance if I were
Helen's advisor. I liked the idea of a softball court or public spot outside the corporate buildings, so I would also
consider offering all workers a discounted rate for gym members. When her father was head of the company, I'd
recommend that she reinstate those policies. To order to ensure the best possible working environment, I would
like to accept all constructive criticism and every suggestion which an employee wishes to give. Helen should
find the potential for satisfaction of employees to be just as significant as satisfaction of the customer and to
 demonstrate their behavior and their behaviors if employees are pleased. Her management skills certainly make
her a leader, but I would encourage her to focus on her skills as an interperson.

VI Factual Experience

The experience and feeling of lack of motivation due to unfair treatment at work is also not new to me.
With my two employments so far, I was able to experience not being compensated enough for the amount of work
that I do. With my first employment, I’m earning a minimum wage, what made me feel motivated to transfer to
other company to earn higher than my first employment salary for 2 years. My manager offer me a supervisory
position but refused the offer because I know I will received double benefits from being a supervisor in my first
company. I thought my second company is perfect because we wore business corporate attire daily but after 2
years I resign because I can take how management treat their employees. The management was so unfair. And
now this is my third employer, I get what I wanted especially health benefits and salary satisfaction and they
treated the employees well.