The Organizational Performance

This paper will touch upon a successful organization that is currently experiencing tough times. The company resorted to hiring an organizational psychologist to locate the root of problems within the company and analyze the overall structure, as well as suggest ways that the company can be more adaptable. In addition, personalities of employees will be analyzed and high performing groups will be constructed to reduce stress among employees so that the company can run smoothly without problems.

The Organizational Performance Simulation of Airdevils Inc. truly tests one's analytical and organizational performance advisory expertise. The company was founded in 1995 and consisted of one employee, founder Celsey Evans. Since then, the company has expanded from a small team of five to 115 employees. Overall, seventy-five percent of the employees are stunt artists. The company has captured several awards on the national and international level, every year since its inauguration, however the company has received no awards in the last two years, and daily customers are no longer satisfied with the present quality of the stunts. To make matters worse, vital employees are departing, and the stunt performers are not satisfied with their jobs. Evans hired an organizational psychologist to assist her in addressing any and all concerns. Before the arrival of the organizational psychologist, Evans distributed the Job Description Index (JDI) survey amongst the Airdevils employees to measure their job satisfaction level. Results of the survey indicated that the employees, particularly the stunt performers, were dissatisfied with their jobs. The organizational psychologist assessed the survey, the findings, the work itself, and the organizational configuration of Airdevils to determine the employees' psychological reasons for dissatisfaction.

Based on the results indicated in the survey, it was evident that the stunt groups were dissatisfied with his or her pay, their opportunity for promotion, and the overall work itself. The hiring criterion set forth by Airdevils details the importance of their desire for stunt work, expanding and pushing the limits. Nevertheless, the actual day-to-day job duties conflict with the hiring standards criteria. Although top-flight groups of eight carry out stunts within all categories, individual performers are confined to one stunt and continually have to act out the same monotonous stunt. The main cause for the stunt performers' discontent was the fact they were not allowed to do what he or she expected to do when he or she got hired. The acrobatics were boring and did not inspire them, and their recommendations for improvement were not put into action.

As acrobatic stunt performers, Airdevils have high danger, high prize type personalities. They thrive on performing stunts and are uninterested because the company is not responsive when it comes to satisfying their needs for self -spontaneity. An appropriate fit for the situation at hand would be the Motivational Theory, building on Maslow's hierarchy of needs. The Airdevils entertainers were not seeking physical needs, love, safety, or reverence. As risk takers, they already possessed these qualities. These individuals needed self-actualization, which is defined as being able to acquire new information and skills and feel as though they were admired for their individual and collective knowledge. Evans established a budget of $150,000 and she asked the organizational psychologist to suggest an intervention strategy based on a set of selections. Based on the selections provided, the organizational psychologist felt as though the options best suited for Airdevils were to improve the stunt performers overall job design, provide training in other stunts, rotate them in industry meets, and allow participation in open competitions. Training in other stunts was also suggested to provide performers the chance to expand his or her skills and meet his or her desire for self -advancement and challenges. In order to achieve individual performance goals and visibility for the company and themselves, employee participation would be of assistance.

The proposed interventions that the organizational psychologist suggested were put in place by Airdevils, with a considerable increase in the company's achievement. Over a period of time Evans was intent on altering the business model to follow the needs of the stunt performers.