Why is understanding behavior important for organizations?

1. Human Resource Management
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Eight Behavior Competencies
The purpose of this discussion is to help you achieve Course Outcome 5 and Module Outcomes 1 & 2.
In this module, we discussed SHRM’s eight Behavior Competencies and how a leader’s behavior influences a follower’s behavior.
For this week’s discussion, select ONE of the following prompts to answer:
Select one of the eight Behaviors Competencies and explain why it is important. Explain and give an example.
Thinking about the eight Behavior Competencies, which one competency do you feel most aligned with and how have you used this competency to influence others for the better? Explain and give an example.
Thinking about the eight Behavior Competencies, discuss the one competency you feel you need to develop the most and how you plan to develop it. Explain and give an example.
Why is understanding behavior important for organizations? Explain and give an example.
How can leader competencies impact the effectiveness of an organization? Explain and give an example.
2, Human Resource Management
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Jerick Flores
Jan 6 7:47pm
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Module 8 Discussion: Aligning with Behavior Competencies
In looking at the eight behavior competencies, I feel most aligned with the relationship management competency. I have been in organizations where people are afraid of HR or see it simply as a team that is trying to do what is best for the company and are not advocates for employees; alternatively, I have seen my current organization slowly improve at seeing HR as a subject matter expert and inviting HR to become a part of the leadership team. Creating quality relationships with leadership, partners across the organization, and directly with employees is a major asset that helps HR be seen as a partner.
I use this competency to influence others to use HR as a partner, whether that be an employee to see HR as a resource to address a problem or receive advice and career growth; a hiring manager to trust the advice on various hiring and onboarding practices; or leadership to keep HR at the table.
Relationship management is a critical piece of business, and it is one of the most important tools to help HR find the stability between the needs of the company and the needs of employees (Hartman, 2019). In addition, relationship skills help HR professionals manage conflict, build networks, and build goodwill when it is necessary to help resolve conflicts (Hartman, 2019).
An example is a relationship I have built with a hiring manager. I have helped this person hire a few individuals; this person is very thorough, and they typically want to have a lot of minimum requirements, ask a lot of questions and be very involved, and have a lengthy finalist interview process that is not necessarily appropriate for the position level and pay. Additionally, they have a hard time making decisions, drawing out the hiring process. Instead of trying to force them to change the process, I decided to spend time with this person on a regular basis to get to know them, their unit and team, and thoroughly understand the work they do. This has created a relationship which has also given them an insight to mine and my team’s background. We recently worked on a search together and are beginning a new one this week. I was able to provide tips and suggestions knowing the person and the team that both satisfied their desire to be highly involved and also provide a great candidate experience, including having an appropriate interview length, appropriate minimum qualifications, and the hiring manager honoring our suggestions on which candidates to consider for hire. Developing relationships and asking for feedback in working experiences builds goodwill for HR and helps determine best practices for future processes (Hartman, 2019).
References:
Hartman, P. (2019, May 6). Practice makes proficient: Managing relationships is critical to HR. SHRM. https://www.shrm.org/topics-tools/news/practice-ma…
3. Human Resource Management
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Wreh Worjloh
Jan 5 9:56pm
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Reply from Wreh Worjloh
Understanding organizational behavior is essential for managers because it enables them to effectively deal with the complexities of human interactions within an organization. People bring diverse perspectives, motivations, and behaviors to the workplace, which can significantly impact the organization’s success. By comprehending the underlying factors that influence behavior, such as individual differences, group dynamics, and organizational culture, managers can foster a more harmonious and productive work environment. This knowledge equips them to anticipate challenges, address conflicts, and create strategies that align with both organizational goals and employee needs.
Furthermore, organizational behavior helps managers enhance employee engagement and motivation. By understanding what drives individuals—whether it’s intrinsic factors like personal growth or extrinsic factors like rewards and recognition—managers can design policies, workflows, and incentive systems that resonate with their team members. This understanding promotes job satisfaction, reduces turnover, and boosts productivity. Additionally, awareness of group behavior and communication patterns allows managers to facilitate collaboration, manage teams effectively, and resolve conflicts constructively, contributing to better team performance.
Lastly, studying organizational behavior helps managers adapt to and navigate organizational change. In today’s rapidly evolving business landscape, change is inevitable, and resistance to change is a common challenge. A deep understanding of organizational behavior enables managers to recognize how employees might react to change and develop tailored approaches to address their concerns. It also aids in building a resilient organizational culture that embraces innovation and adaptability. Overall, organizational behavior serves as a critical tool for managers to build strong relationships, foster a positive work environment, and drive sustainable success.
Haider, S., Nisar, Q. A., Baig, F., Azeem, M., & Waseem-ul-Hameed. (2018). The dark side of leadership: employees’ job stress & deviant behaviors in the pharmaceutical industry. International Journal of Pharmaceutical Research & Allied Sciences, 7(2), 125–138.

 

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