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HRP 108 OB Assignment 1

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6/23/2023
HRP 108
Organizational
Behaviour
Assignment 2
BHARAT PARMAR: - A00165607
HRP 108 Organizational Behaviour
June 2023
By: Professor: Kassandra Wagner
CANADORE COLLEGE
BHARAT PARMAR - A00165607
1. Explain one of your dominant personality values in reference to Schwartz’s Value Model
or Circumflex (Chapter 2 - Week 2). Explain why this value would either positively or
negatively affect your performance as a transformational leader and provide examples.
Answer:
Success is one of my core identity values, which aligns with Schwartz's Esteem Demonstrate.
Achievement conveys a person's desire for success, competence, and the achievement of
significant goals. As a transformational leader, this regard can significantly influence my
performance by inspiring and motivating others to go above and beyond, establishing clear
goals, and fostering a climate of continuous improvement.
The value of success motivates me to set high standards for excellence in both my
professional and personal endeavours. I can inspire my team members to exceed their
expectations by clearly communicating my high standards to them as a transformational
leader. I can promote a culture of achievement and continuous learning within the team by
promoting a growth mindset and highlighting the importance of hard work and perseverance.
Furthermore, by encouraging innovation and creativity, the value of achievement can
favourably affect my leadership style. It motivates me to look for new opportunities and push
boundaries, inspiring my team to take novel approaches and think outside the box. This may
result in ground-breaking ideas and improved organizational performance.
It's crucial to remember that, if not properly balanced, the value of achievement can have
unfavourable effects. For instance, putting too much emphasis on one's success may result in
neglecting the growth and welfare of the team. Striking a balance between your growth and
that of others is essential for transformational leaders. Mentoring, recognizing and rewarding
team accomplishments, and fostering a collaborative environment can all help with this.
In conclusion, the value of achievement, which is a dominant personality value, has a positive
effect on how well I perform as a transformational leader by igniting motivation, fostering
innovation, and encouraging continuous improvement. To develop a healthy and long-lasting
leadership style, it is crucial to make sure that this value is balanced with the growth and
well-being of the team.
2. Expectancy theory describes E-P and P-O. Reflect on how you prepared for this
program in the week before the semester started. Explain two ways that you increased
the E-P expectancies for success for in the Human Resources Management Program at
Canadore College.
Answer:
I took a number of actions as a student getting ready for Canadore College's Human
Resources Management Program to raise my E-P (effort-performance) expectations for
success. According to expectation theory, people are motivated to put forth effort when they
think it will result in successful performance. Before the semester began, I improved my E-P
expectations in the following two ways:
A) Conducting Research and Seeking Information: I proactively looked into the Canadore
College Human Resources Management Programme to raise my E-P expectations. I looked
over the course descriptions, curriculum, and learning objectives for the programme. I gained
a clear understanding of what was necessary to succeed academically by understanding the
programme's prerequisites and expectations. By matching my expectations with the
programme's goals thanks to this research, I was better able to believe that my efforts would
result in a successful performance. I also got in touch with programme alumni or current
students to get their insights on how to succeed in particular courses and assignments. Their
knowledge and suggestions helped me learn useful information and increased my faith in my
capacity to do well.
B) Setting Realistic Goals and Developing Action Plans: Making realistic goal and action
plan sets was another way I improved my E-P expectations. I set clear academic goals for
each course, like attaining a certain GPA or understanding fundamental HR principles. I
created actionable steps that would contribute to my overall success by breaking these goals
down into more manageable, smaller tasks. For instance, I created a study schedule, set aside
time specifically for coursework, and identified resources like books, online resources, or
study groups to aid my learning. These action plans strengthened my conviction that the hard
work I put in would pay off by enabling me to see the relationship between my actions and
anticipated performance outcomes.
I raised my E-P expectations for success in the Canadore College Human Resources
Management Program by conducting in-depth research, looking for information, setting
attainable goals, and developing action plans. These proactive steps enabled me to match my
efforts with the anticipated performance results, which increased my motivation and faith in
my capacity to achieve academic success.
3. The Four-Drive Theory suggests that companies must keep fulfilment of the four drives
in balance. What is this balance and why is it important? Give an example either real or
hypothetical of how a company maintains balanced fulfilment.
Answer:
According to Lawrence and Nohria's Four-Drive Theory, people are motivated by four basic
emotional and biological needs: the need to acquire, form bonds with others, understand, and
defend themselves. These motivations affect how people behave and can also be used in
organizations. Companies must strike a balance in achieving these goals if they want to
increase employee motivation, engagement, and general wellbeing.
Organizations should work to address the demands connected with each drive in a harmonic
and integrated way in order to achieve the balance in fulfilling the four drives. Employee
discontent, lower productivity, and high turnover can result from undervaluing or
overemphasizing any one driving. For instance, if a business only prioritizes gratifying the
drive to acquire by providing large cash rewards while ignoring the drive to bond or cultivate
a sense of belonging, employees may feel alone and unmotivated despite the financial
advantages.
An IT business that prioritizes employee well-being is an example of a company that
maintains a balanced fulfilment of the four drivers. In order to ensure that workers are
adequately rewarded for their efforts, the firm offers competitive pay and performance-based
incentives in recognition of the desire to acquire. The organization also places a strong
emphasis on the desire to connect by fostering an inclusive and friendly work atmosphere and
encouraging teamwork and collaboration through team-building exercises and social
gatherings.
Additionally, the business recognizes the desire to comprehend by offering chances for career
advancement. They encourage staff members to embark on difficult initiatives that advance
their learning and skill development by providing training programs, mentorship
opportunities, and training opportunities.
The organization also prioritizes work-life balance, supports a positive workplace culture, and
offers tools for stress management to combat the desire to defend. They design rules that
support employee well-being, encourage frequent breaks, and offer flexible work schedules.
This fictitious corporation fosters a work atmosphere that fosters employee motivation,
engagement, and pleasure by keeping a balance in achieving the four drives. Increased
productivity, creativity, and loyalty result from employees feeling appreciated, engaged,
challenged, and supported.
In conclusion, businesses must strike a balance between the four motivations to foster an
atmosphere that encourages employee engagement and well-being. Organizations may foster
a healthy workplace culture and raise overall employee happiness by identifying and
fulfilling the requirements connected to each drive.
4. Which drive from the Four-Drive Theory do you associate with most when doing
teamwork or group activities? How does this drive influence your behaviour and
motivation?
Answer:
I most frequently link the urge to bond from the Four-Drive Theory with cooperation or
group activities. The craving for meaningful relationships, social connection, and belonging
is referred to as the "drive to link." This desire significantly affects my attitude and drive in a
group context.
The need to connect motivates me to actively interact with team members, promote a feeling
of camaraderie, and create solid professional relationships because I value cooperation and
interpersonal ties. I place a high value on fostering open communication, trust, and a
welcoming environment among my team members. I think a team that works well together
and feels connected to one another would perform better overall.
This motivation affects my behaviour by encouraging teamwork and collaboration. I
aggressively seek out chances to participate in team-building events, promote open
communication, and foster a culture of mutual respect and support. I value each team
member's thoughts and opinions, acknowledging the relevance of varied perspectives in
developing new solutions.
Furthermore, the desire to bond boosts my motivation by creating a sense of belonging and a
common goal. When I detect a strong feeling of camaraderie among my team members, it
drives my excitement, dedication, and inner motivation to provide my best efforts. Working
together to achieve a common objective and feeling a sense of communal success increases
my drive and enjoyment.
A group project at university is an example of how the need to bond affects my behaviour and
motivation in a team context. I organized frequent team meetings to encourage
communication and collaboration among group members. I encouraged everyone to express
their ideas, actively listened to their points of view, and made sure that everyone on the team
felt respected and included. We built a friendly and trustworthy environment in which
everyone felt safe expressing their thoughts and taking chances through developing strong
interpersonal ties. As a consequence, the team was extremely engaged and driven, resulting in
a good project outcome.
In conclusion, the desire to bond has a big effect on my behaviour and motivation in team
situations. I seek to establish a collaborative and supportive team atmosphere by promoting
social connection, relationship development, and developing a feeling of belonging. This
desire boosts my motivation, encourages teamwork, and helps the team's overall success.
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