Organisational Behaviour



Restaurant’s success in relation to employee management.

Determinants of employee engagement.

Compensational benefits.

Organizational culture.

Training and Development

Identification of dysfunctional employee behaviors.

Violence as dysfunctional behavior.

Disorganization and resistance to change.

Group conflicts as dysfunctional behavior.

Unethical intentions as dysfunctional behavior.

Recommendations for the restaurant’s success.

Discourage dysfunctional behavior.

Risk management approach.

Encourage internal and external forms of disputes resolution.



Introduction to Organisational Behaviour

To manage and maintain the effective workflows within the business entities, the best organizations know the productivity generative areas within i.e. the human resource of the organization and hence attempt to developing actions in a way to seek out the most productive facets in terms of both organizational success and employee engagement (Albrecht 2018).

According to Al Mehrzi and Singh (2016), engagement of employees in the workplace acts as a positive force in the way of motivating and facilitating the personnel in connection with the emotional association with the organization. The development of engagement level among employees is perilous in the overall success of the company as the sense of engagement develops a sense of belongingness, shared meaning, and content with the organization and its people, and thus drives the employee loyalty and commitment in the services of the entity.

Hypothetically assumed ‘The Bakes Restaurants’ as the target organization and focusing on the employee management capabilities in the restaurant, the study is drawn on the foster of positive attributes like happiness, motivation, etc. and elimination of negatives like stress, dysfunctional behavior, etc. to aid the organizational success as such dysfunctional measures violate the work ethics, standards, and regulations in the place hence affecting its performance.

Restaurant’s Success in Relation to Employee Management

As stated by Nazir and Islam (2017), employees have been considered as a vital element of the organization and a source of competitive gains in the industry. As a Manager of ‘The Bakes Restaurant’, the sole motive of development in the competitive market is observed to be the achievement of competitive edge among all other firms in the restaurant industry which has a direct linkage with the sustainable development and management of human resources as employees in the workplace.

A plethora of sources has been discussed by Motyka (2018) that implements the engagement attributes in the behavioral pattern of employees in the restaurant or organization. ‘The Bakes Restaurant’ brand aims to devote its attention to human talent in the firm to extract positive outcomes with the generation of innovative behavior, employee productivity, financial satisfaction and performance, training, and whatnot. The restaurant can utilize and act upon certain determinants that surge the degree of engagement of employees in the workplace.

Determinants of Employee Engagement

Compensational Benefits

Indrayani (2017) defines compensation as rewarded feedback provided to employees in exchange for the efforts and services catered within the firm, often in the monetary and non-monetary terms. As elaborated by Milkovich (2014), compensation acts as a motivation for the employees in the field of work such as restaurants in the focus study and hence endures the sense of work engagement among employees.

Organizational Culture

A great extent of focus on the determinants of engagement of employees where the organizational culture has been found as a prominent source of generation of engagement sense among employees (Taneja 2015). The restaurant must focus on catering to good work culture and design of the organizational processes to ease out the motivation and commitment of employees leading towards employee engagement and welfare in the target place.

Training and Development

According to Fletcher et al. (2016), the training and development approach of employee development has been viewed as a social exchange of ideas, thoughts, knowledge, experiences, etc. that develops a learning relationship between employees and the employer. The adoption of periodic training and development practices in the firm reflects in the ability of an employee to identify the new areas of service and innovation, expertise in the management of situations, and many more.

Adoption of training and development approach in the restaurant industry can serve as a useful technique to develop the overall employee attributions in work and also removal of ambiguous situations like gaps in the work, hindered level of quality, dysfunctional behavior in the workplace, etc.

To deduce, the restaurant can take into action the variety of human resource functions effectively to attain and establish a higher involvement of employee satisfaction and engagement by reduction of dysfunctional behavioral barriers, lack of knowledge and capabilities, and inefficiency in the same.

Identification of Dysfunctional Employee Behaviors

The behavioral pattern followed by an employee while serving the organization has a lot to say and expel about the employees’ level of commitment, engagement, and credibility in the place. According to dysfunctional patterns of behavior refers to the misconducts and violations of the performance criterion that affects negatively the ethics and implementation of the organizational performance and also the employer-employee relationships within.

The restaurant can find its employees in the cradle of dysfunctional behaviors that might be invisible or unobserved enough to be worked on. There are types of dysfunctionality in the human behaviors such as interpersonal, psychological, and social dysfunctions leading to sorts of mis-behavioral conducts like bullying, theft, fraud, absenteeism, aggressiveness, etc. intermingled in each other (Ramzy 2018). However, few of the dysfunctional behaviors can be identified in the reflection of the following attributes.

Violence as Dysfunctional Behavior

Violence and aggression have been into the phase of interchangeable utility. However, violence at point of conceptual significance has a separation from aggressiveness in a more extreme form of abuse and threatening behavioral practices (Allen and Anderson 2017).

Violence can impact the performance at the individual as well as the organizational domain in minimization of productivity and engagement in the job and hence increment of the negative job effluences.

As a manager, the restaurant sees at a certain point of businesses, for example, inflated customer arrivals, increased pressure on employees, job tightness, etc. to cater violent and aggressive actions in the behavior of employees, thus resolution of which is preliminary for the success and foster of the restaurant’s success from the viewpoint of its human resource development.

Disorganization and Resistance to Change

Grama and Todericiu (2016) has stated much about the change resistance, the un-organization of human resource and employee activities in the organization gives rise to resistivity in the change management of an event in the organization. Disorganization of employee and organizational activities both costs the companies in finances, timings, productivity, and failures.

Employees’ disorganization in the workplace leads to resistance in the change management of the activity as it creates a sense of discomfort in the performance of an event at the standard model.

The restaurant finds the scope of disorganization and resistivity in the overall activities of the organization and thus must aim to reduce for the sake of managing and balancing the cost factors, productivity, human resource engagement, etc.

Group Conflicts as Dysfunctional Behavior

As demonstrated by MacKenzie (2010), dysfunctional behaviors in the organizations may occur at group levels also rather than merely individual levels. The group-level conflicts may raise the bar for dysfunctional behaviors of individuals associated with the group in the way of aggression, increased disputes, racial conflicts, etc.

The restaurant as a target organization might find dysfunctional behaviors among the personnel in the distinct groups in the form of disrupted social relationships, increased inter-group anxiety, unwantedness, absenteeism, and turnover at human resource levels.

Unethical Intentions as Dysfunctional Behavior

An employee may seem to inhibit a style of performing unethical and corrupt behavior involving the expression of willingness and interest to engage in unethical and non-standard patterns of behavior and habits that lead the employee to violate the social, organizational, and institutional morality and ethics (Ramzy 2018).

As a manager to the concerned restaurant company, managing employees to not perform and get themselves into the negative behavioral aspects and unethical conduct is crucial for the sake of keeping pace with the overall employee development and growth in all perspectives of the firm.

Recommendations for The Restaurant’s Success

The robust development of custom, flexible, and accessible services, and management have created certain high points but also has catered a lot of complications and complexities in business arenas, especially in the management and flourishment of human resources and their engagement in the progress and dynamism of the organizations.

Therefore, to create the potential and powerful facets for the efficient and smooth run of the organizations of any industry, the focus must be on allocation, management, maintenance, and development of employees into human resources and keep safe of their behavioral, social, cognitive, and personal need fulfillment to create engagement along with the removal of space for dysfunctional behavioral factors and misleads.

The Bakes should be focused on taking into account certain steps that deduce the risks and mediocre in the process of the organizational run and thus energize human resources towards efficiency.

Discourage Dysfunctional Behavior

The evolution of human resource management came into evolution as the need for effective management of employees and their interests in the work area (Jabbarian and Chegini 2017). However, certain dysfunctionalities that arise out of any practical reason in relation to the organization or its environment must be assessed, interviewed, and worked on in order to discourage the upbringing of dysfunctionalities in the same.

‘The Bakes Restaurants’ has thus been recommended to utilize practices that develop a higher communication involvement among members in cross-departmental and multilateral ways for the sake of development of an overall transparent and accessible communication and relationship among staff people. Also, the development of collaborative human resource practices may lead to a reduction in negative behaviors.

Risk Management Approach

It is recommended in each business industry that risk management practices must always be conducted while running, administering, and developing a business strategy or frame into practice as things always come with loopholes. Risks management strategy requires to be in proper alignment with the organizational strategy and practice (Soltanizadeh 2016). Certain models of management such as PDCA, the theory of constraints, Lewin’s change model, etc. prove to be useful in the sense where risk assessment and management is crucial and routine.

For ‘The Bakes Restaurants’, the risk management approach requires to be accountable for utilizing the management tool such as the PDCA model for an iterative understanding and analysis of plus and minuses in the company processes. Likewise, the process of audit can benefit the organization in scoring its departmental services on a comparative scale, eventually helping the analysis of risky areas of the firm structure.

Encourage Internal and External Forms of Disputes Resolution

Maintenance of internal and external equity is both elemental in the mapping of the company’s success and accomplishments. Moreover, the resolution of inter-individual disputes and grievances is a vital part of the realization of wins of the firm.

Henceforth, fabrication of a robust and emerging human resource practices must be utilized and a system of dispute resolution must be endured as a part of human resource management function (Lewin 2018).

The adoption of interviews, counseling, surveys, and discussions must be adhered to as dispute resolution tactics in ‘The Bakes Restaurant’ to keep a track of employees’ presentability, collaboration, and motivational attributes at the individual or personal level, group, organizational, and social level.

Conclusion on Organisational Behaviour

Management of success and target achievement is a critical job for the organization. It is important to note that despite the social innovations and also keeping the human center focus of the organization, management of engaging practices among employees need to be developed and accessed that further assists and accelerates the prospective in the human resource engagement and hence the drive towards the success of the organization.

The identification, analysis, and monitoring of important attributes that lead to organizational wins also impact in the seeking of issues in the organization, especially the human resource, as focused in the study, such as dysfunctional behaviors, areas of employee development, managerial issues, job, and organizational insecurity, etc.

The Bakes Restaurant as the target organization assesses the overall study of employee engagement in the line of understanding the perspective that lay down employee work attributes in the field. Implementation of recommended actions can prove to be resourceful insight for the company to level up its market position and hence the development of a competitive edge in the restaurant industry.

Reference for Organisational Behaviour

Al Mehrzi, N., and Singh, S. K. 2016. Competing through employee engagement: A proposed framework. International Journal of Productivity and Performance Management, vol. 65, no. 6, pp. 831-843.

Albrecht, S., Breidahl, E., and Marty, A. 2018. Organizational resources, organizational engagement climate, and employee engagement. Career Development International, vol. 23, no. 1, pp. 67-85.

Allen, J. J., and Anderson, C. A. 2017. Aggression and violence: Definitions and distinctions. The Wiley Handbook of Violence and Aggression, pp. 1-14.

Feng, J., and Xie, P. 2020. Is mediation the preferred procedure in labor dispute resolution systems> Evidence from employer-employee matched data in China. Journal of Industrial Relations, vol. 62, no. 1, pp. 81-103.

Fletcher, L., Alfes, K., and Robinson, D. 2016. The relationship between perceived training and development and employee retention: The mediating role of work attitudes. The International Journal of Human Resource Management, pp. 1-28.

Grama, B., and Todericiu, R. 2016. Change, resistance to change, and organizational cynicism. Studies in Business and Economics, vol. 11, no. 3, pp. 47-54.

Indrayani, A. U. 2017. Effect of compensation and benefit to employee engagement through the organizational brand in Indonesia’s startup company. Jurnal Manajemen Teori Dan Terapan, vol. 10, no. 1.

Jabbarian, J., and Chegini, M. G. 2017. The effect of perceived organizational support on employee resistance to change: A study on Guilan municipal staff. Journal of History Culture and Art Research, vol. 5, no. 4, pp. 642-654.

MacKenzie, C., Garavan, T. N., and Carbery, R. 2010. Dysfunctional behavior in organizations: Can HRD reduce the impact of dysfunctional organizational behavior: A review and conceptual model. 11th International Conference on Human Resource Development Research and Practice across Europe Pecs, Hungary.

Milkovich, G., Newman, J., Gerhart, B. 2011. Compensation. McGraw-Hill Publications, New York.

Motyka, B. 2018. Employee engagement and performance: A systematic literature review. International Journal of Management and Economics, vol. 54, no. 3.

Nazir, O. & Islam, J. U. 2017. Enhancing organizational commitment and employee performance through employee engagement. South Asian Journal of Business Studies, vol. 6, no. 1, pp. 98-114.

Ramzy, O., Bedawy, R. E., and Maher, A. 2018. Dysfunctional behavior at the workplace and its impact on employees’ job performance. International Journal of Business Administration, vol. 9, no. 4, p. 224.

Soltanizadeh, S., Abdul Rasid, S. Z., Mottago G. N., and Wan Ismail, W. K. 2016. Business strategy enterprise risk management and organizational performance. Management Research Review, vol. 39, no. 9, pp. 1016-1033.

Taneja, S., Sewell, S. S., and Odom, R. Y. 2015. A culture of employee engagement: A strategic perspective for global managers. Journal of Business Strategy, vol. 36, no. 3, pp. 46-56.

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