EMPLOYEE IMPACT ON THE PLAN
The behaviors and actions of employees can make or break an organization or the
strategy the organization is trying to implement. This being said there are behaviors that are
beneficial to the advancement of the organization and those that are detrimental. Willingness to
change, accepting new company policies or strategies, and having a positive, can-do attitude are
all behaviors that benefit an organization. However, other behaviors such as a negative attitude,
resistance to change, and unwillingness to perform necessary actions to fully implement the new
strategy can all detrimental to an organization. Regardless of whether the behavior of employees
is beneficial or detrimental, these are the behaviors will have the most dramatic impact on the
organization (Henry, 2008).
An employee’s behavior can be influence by many factors. Putting aside the personal
factors that influence behavior, it is important to look at the work settings that drive such
behaviors. A work setting where employees are regularly involved and whose opinion is sought
is likely to have a more favorable behavior. Likewise, if employees are rewarded or
acknowledged for their efforts positive behavior is also likely. However, if management
mandates changes, fails to recognize or acknowledge employee efforts, and there is a terse
relationship between upper level management and employees, unfavorable behavior is likely.
Therefore, it is important that the company foster a positive work environment in order to easily
implement change as necessary (Kavanagh, and Ashkanasy, 2006).
The behaviors of employees will also influence the organization’s recruiting practices
and training efforts. If employees are receptive to changes than recruitment processes will likely
stay the same. Meanwhile, training should be minimal—just enough to convey the information to
EMPLOYEE IMPACT ON THE PLAN
employees effectively with feedback from employees as well. However, if behavior is negative,
recruiting practices will likely change by the organization looking for different personalities
to avoid the negative behavior. Likewise, if resistance is seen from employees than additional
training will likely be required, as implementation of the new strategy is not being implemented
properly. In fact, it is possible that in such a situation training will become more convincing
employees rather than training on the strategy its self.
Take for instance the organizational culture and behavior of Starbuck’s employees. When
the company implemented its new Refreshers line of drinks as a strategy to strengthen their hold
in the market, the company was dependent upon the behaviors of their employees. If employees
were resistant to the new line of drinks or resistant to having more recipes to remember and
follow the company’s success of the product would not have been realized. However, the upbeat
personality of Starbucks’ employees accepted the change and successfully helped promote the
new product, making it a staple on their menu.
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