Contents
Part - 1 ............................................................................................................................................. 2
Question – 1 (Answer) ................................................................................................................ 2
Question - 2 (Answer) ................................................................................................................. 3
Question - 3 (Answer) ................................................................................................................. 4
Part - 2 ............................................................................................................................................. 5
Question - 4 (Answer) ................................................................................................................. 5
Question – 5 (Answer) ................................................................................................................ 6
References ....................................................................................................................................... 8
Part - 1
Question – 1 (Answer)
A company's costs may go up as a result of projects like Improving Worker Well-Being in a
variety of ways, including by investing in training programmes, facility improvements, and
collaborations with organisations. In the long term, however, these efforts might not necessarily
hurt the business' profitability; in fact, they might even provide a number of advantages that
outweigh these expenses. Here are a few explanations:
1. Improving the workplace and addressing employee problems is one of the main
objectives of such programmes in Levi’s case. Employee retention is higher when they
are content with their jobs and feel valued by their employers. The related expenses of
hiring and onboarding new personnel are decreased as a result of lower turnover
(Colquitt, 2021).
2. Employees that are happier and more engaged generally produce more. By resulting in
higher output and better product quality, this improved productivity may raise total
income.
3. Companies can lower their risk of labour disputes, strikes, and legal concerns by
addressing factors like bad management or working conditions. These problems can be
expensive and harm a company's reputation (Robertson, 2019).
4. Investing in employee welfare can result in a more stable and long-lasting supply chain.
Labour conflicts and other problems are less likely to interrupt suppliers that have happy
and well-treated employees (Morrison, 2014).
Question - 2 (Answer)
A major corporation may benefit from a bottom-up strategy to supplier improvement, as used by
Levi's, for a number of reasons:
1. A bottom-up strategy enables customization depending on the unique requirements and
conditions of various providers and areas. This adaptability enables the use of solutions
that are more suited to solve regional problems, which may provide more beneficial
results to Levi’s and organization as well.
2. Supplier participation in decision-making encourages teamwork and a sense of
responsibility for the improvement projects. As a result, suppliers may be more willing to
support the adjustments that are required (Simchi-Levi, 2021).
3. Collaboration with suppliers may improve trust and collaboration between the firm and
its suppliers, strengthening long-term business ties (Umphress, 2010).
On the other hand, a top-down approach may offer certain advantages:
1. Standardised procedures and actions may be simpler to administer and monitor centrally,
and top-down techniques can assure consistency and uniformity across various providers
and areas.
2. In terms of overseeing resources, implementing universal solutions may be more
effective. It makes larger-scale initiative management simpler.
3. Given that the company's leadership frequently bears the brunt of responsibility and
decision-making, top-down tactics may result in clearer lines of accountability (Bolino,
2015).
Question - 3 (Answer)
Harvard's School of Public Health should take into account the following factors for a perfect
study in order to successfully analyse the impacts of the Improving Worker Well-Being
initiative:
1. Quantitative and Qualitative Analysis: To evaluate both the quantitative results (such
as turnover rates, productivity gains), as well as the qualitative features (such as worker
perceptions, changes in workplace culture), use a combination of quantitative data
analysis and qualitative research methodologies.
2. Control Groups: Organise factories into control groups that don't take part in the
programme. This will make it possible to compare factories that have and don't have the
applied interventions.
3. Ethical Considerations: Ensure that all ethical issues, such as informed permission, data
privacy, and the welfare of research participants, are taken into account.
4. Statistical Rigor: Strong statistical techniques should be used to analyse the data and
come to statistically meaningful conclusions. Controlling potential confounding factors
falls under this category.
5. Report Transparency: Report the study's approach, results, and limitations in a clear
and thorough manner. Stakeholders will be able to comprehend the study's legitimacy and
scope thanks to this.
6. Cost-Benefit Analysis: Analyse the initiative's financial effects, taking into account any
possible cost reductions or revenue gains brought on by increased worker wellbeing.
Part - 2
Question - 4 (Answer)
Employees' voluntary efforts to improve an organization's general well-being are referred to as
citizenship behaviours, also known as organisational citizenship behaviours (OCBs). Helping
coworkers, taking on additional work, volunteering for assignments, and generally going above
and beyond what is necessary for the job are examples of these behaviours. Depending on the
duties of the job and the objectives of the organisation, the significance of civic behaviours may
change. Here are two examples illustrating when citizenship behaviors are especially critical and
when they are less critical:
Citizenship behaviours are essential in jobs where employees deal directly with consumers and
reflect the company's image, such as customer service agents in service-oriented sectors like
hospitality or retail. These workers often encounter various consumer requirements and difficult
circumstances (Podsakoff, 2009). Citizenship behaviours are essential, including going above
and beyond to address customer concerns, offering individualised support, and having a pleasant
and helpful attitude. They support the company's reputation as well as client happiness and
loyalty. These actions can also assist in resolving possible conflicts and guaranteeing a great
customer experience, which is essential in sectors where customer retention and word-of-mouth
recommendations are extremely important (Bolino, 2015).
On the other hand, a position like a data entry clerk in a back-office capacity can place less
emphasis on civic virtues. Routine activities and little interpersonal contacts are the main
responsibilities of this position. The nature of the job often doesn't require direct customer-facing
obligations or coordination with a wide range of coworkers, even if accuracy and efficiency in
data input are crucial. In these positions, accomplishing assigned tasks correctly and effectively
within the stipulated parameters of responsibility is of utmost importance (Motowildo, 2000).
The influence of citizenship behaviours on the organization's external reputation and customer
interactions is less immediate and significant than that of customer-facing jobs, even though
collaboration and cooperation are still valuable.
Question – 5 (Answer)
For a number of reasons, stronger organisational commitment might result from a more diverse
workforce. A major element in this is the idea of "affective commitment," which entails an
emotional connection to the organisation. In this regard, diversity can strengthen organisational
commitment:
1. Individuals from different origins, cultures, and experiences come together in a diverse
workforce. A greater interchange of ideas and more innovative problem-solving can
result from this diversity of viewpoints. Employees are more likely to feel emotionally
attached to the company's vision and goals when they perceive that their organisation
values and embraces various opinions.
2. Diversity-focused organisations frequently concentrate on fostering an inclusive
workplace where all workers feel appreciated and valued. Employees are more likely to
form a deep emotional bond with the company when they believe they are part of an
inclusive environment.
3. Having a staff that reflects the variety of the client base may provide an industry a
competitive edge. When employees perceive that their company is successfully serving a
broad consumer base, it may inspire stronger loyalty within the workforce, which may
result in increasing market share and financial success.
4. Interacting with coworkers from various backgrounds might result in possibilities for
personal development and education. Developing cultural competency, enhancing
communication abilities, and obtaining a wider perspective on social concerns are a few
examples of what this might entail. Committed workers are more likely to feel that they
are always learning and developing inside the company.
References
Bolino, M.C.; H.H. Hsiung; Harvey, J.; and J.A. LePine. “‘Well, I’m Tired of Tryin’!’
Organizational Citizenship Behavior and Citizenship Fatigue.” Journal of Applied Psychology
100 (2015), pp. 56–74.
Colquitt, J. A., LePine, J. A., & Wesson, M. J. (2021). Organizational behaviour: Improving
performance and commitment in the workplace (7th ed). Burr Ridge, IL: McGraw-Hill Irwin.
Morrison, E.W. “Employee Voice and Silence.” Annual Review of Organizational Psychology
and Organizational Behavior (1) 2014, pp. 173–97
Motowidlo, S.J. “Some Basic Issues Related to Contextual Performance and Organizational
Citizenship Behavior in Human Resource Management.” Human Resource Management Review
10 (2000), pp. 115–26.
Podsakoff, N.P; S.W. Whiting; P.M. Podsakoff; and B.D. Blume. “Individualand
OrganizationalLevel Consequences of Organizational Citizenship Behaviors: A Meta-Analysis.”
Journal of Applied Psychology 94 (2009), pp. 122–41
Robertson, N. ed., 2019. The Labour and Employment Disputes Review. Law Business Research.
Simchi-Levi, D. and Timmermans, K., 2021. A Simpler Way to Modernize Your Supply
Chain. Harvard Business Review.
Umphress, E.E.; J.B. Bingham; and M.S. Mitchell. “Unethical Behavior in the Name of the
Company: The Moderating Effect of Organizational Identification and Positive Reciprocity
Beliefs on Unethical Pro-Organizational Behavior.” Journal of Applied Psychology 95 (2010),
pp. 769–80.