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Organizational Behavior (OB) aims to explain and predict employee behavior to help managers plan and control it. This is done by studying employee attitudes, productivity, turnover rates, and absenteeism. However, controlling employee behavior is controversial and may be seen as unethical.
Many companies struggle to understand their employees’ behavior, so they often study employee turnover rate, productivity, and attitudes before making changes. One of the main goals of Organizational Behavior (OB) is to explain employee behavior to determine why they act the way they do. Another goal is to predict how they will act before they do anything, which often makes it easier for managers to plan their next step. Also, those who use this business theory can try to control the behavior of their employees to solve any problems.
Those who apply organizational behaviors to their business usually start by simply studying employees. They can examine their general attitudes and habits to determine what may need to change. Some concrete details they can glean include facts about productivity, turnover rates, and absenteeism, which can tell a lot about employee attitudes. Once some observations are collected, they can fulfill one of the goals of organizational behavior, which is to explain the attitude of employees.
Once an explanation has been obtained through observation, those responsible for studying workplace behavior can try to predict how employees will react to a change. This can be helpful when deciding whether to introduce a new concept into the workplace. If a manager isn’t sure how employees might react to a major change, he might make a few small adjustments to gauge employee reaction. So based on his findings, she can usually predict how workers will react to a larger change within the company. This can help prevent employee resistance to changes at work, as the manager may be able to present the change to workers differently or avoid it altogether.
Another of the goals of organizational behavior is the ability to control how employees act. This usually only comes after you’ve observed them and successfully predicted their behavior, and it’s often controversial, because many believe it’s unethical to use observation to control people. An example is a manager who notices that, based on the explain and predict stages, some employees may work harder when particular rewards are offered. This may prompt the manager to start offering the rewards in question as long as she wants to increase employee productivity. The more you notice the findings, the more likely you are to continue trying to control employee actions through one of the more controversial goals of organizational behavior.
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