Balancing Expectations: Organizational Behavior and Human Resource Management

In the workplace, there is a constant exchange of expectations between individuals and the organization. Both parties have their own needs and demands, and it is crucial for an organization to effectively manage and balance these expectations. Stalker suggests that successful companies are those that can balance the unwritten needs of employees—such as care, communication, listening, and rewarding—while also meeting the needs of the organization.

The Peter Principle: Rising to the Level of Incompetence

One key concept that often impacts organizational behavior is the Peter Principle. This principle states that in a hierarchical system, every employee tends to rise to their level of incompetence. Essentially, employees who perform well in their current position are promoted, and their competence in the new role qualifies them for further promotions. This process continues until they reach a position where they are no longer competent, leading to a situation where employees are promoted beyond their abilities.

According to Peter, there are two main ways an employee can affect their rate of promotion: ‘Pull’ and ‘Push’:

• Pull: This refers to an employee’s relationship—whether by blood, marriage, or acquaintance—with someone higher up in the hierarchy. A strong network can sometimes expedite an employee’s promotion.

• Push: This refers to an employee’s effort in self-improvement, which can include things like extra training, study, and professional development. Employees who actively improve their skills and competencies may be more likely to be promoted.

Parkinson’s Law: The Rising Pyramid

Another interesting concept related to organizational behavior is Parkinson’s Law, which states that work expands to fill the time available for its completion. This phenomenon often occurs in organizational settings, where projects or tasks seem to take longer than necessary because of the way they are structured.

Parkinson’s Law is based on two key observations:

• Officials prefer to multiply subordinates rather than rivals: In many organizations, those in power tend to hire more subordinates, as it increases their influence and control. This results in the organization growing in size, even if the workload doesn’t require it.

• Officials make work for each other: Often, employees create tasks or activities for one another to justify their roles, leading to unnecessary complexity and a bloated organization.

Positive Organizational Behavior: A Functionalist Approach

In contrast to the negative views of organizational dynamics, Positive Organizational Behavior (POB) takes a more functional or positive approach to human resource management. Luthans, a key proponent of this theory, defines Positive Organizational Behavior as the study and application of positively oriented human resource strengths and psychological capacities. This includes focusing on employee well-being, strengths, and potential.

The goal of POB is to measure, develop, and manage performance improvement in the workplace. By focusing on positive psychological traits like self-efficacy, optimism, hope, and resilience, organizations can foster a work environment that not only boosts productivity but also improves employee satisfaction and engagement.

 Pooja Mattapalli