Steven Appelbaum, Nicolas Bartolomucci, Erika Beaumier, Jonathan Boulanger, Rodney Corrigan, Isabelle Doré, Chrystine Girard and Carlo Serroni
The case will test two hypotheses regarding three variables influencing the level of employee satisfaction and organizational citizenship at GAMMA, a manufacturer of plastics. Two…
Abstract
The case will test two hypotheses regarding three variables influencing the level of employee satisfaction and organizational citizenship at GAMMA, a manufacturer of plastics. Two hypotheses were developed from a review of the literature and initial results from exploratory research ( H1: low employee satisfaction at GAMMA is a direct result of an autocratic leadership style, low trust environment and weak corporate culture; H2: low employee citizenship is a direct result of low employee satisfaction). Results suggest that although the perception was that employee satisfaction and organizational citizenship were low (from the exploratory research); both quantitative and descriptive data indicated these were not. Moreover, the hypotheses were not conclusively supported quantitatively. High trust was not obtained. Also a specific high leadership style and a specific culture resulting in high employee satisfaction were also questionable. Moreover, it was not observed that a strong correlation existed statistically. H1 is therefore not conclusive quantitatively. H2 does not demonstrate a high level of employee citizenship and employee satisfaction correlation. Despite these results, it is recommended management employ the following action plan: do not change current leadership style; develop an action plan to increase trust starting with increasing accessibility of management to employees; develop an action plan to move from current culture to preferred expressed culture starting by rewarding team activity rather than individual activities; improve employee satisfaction even if the observed level is medium to high.
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Common sense tells us that management styles affect people like the weather. The chilly climate and sudden storms of autocratic leadership can turn work into a permanent winter of…
Abstract
Common sense tells us that management styles affect people like the weather. The chilly climate and sudden storms of autocratic leadership can turn work into a permanent winter of discontent. In contrast, the consistent and predictable temperatures of an organization founded on empowerment and involvement make people relaxed and willing to contribute. Our own working experiences tell us these are incontrovertible facts. However, the recent history of one company reveals some surprising gaps between the emotional truths and measurable facts of working life.