Innovative Work Behaviour: A Challenge to Organizational Effectiveness

Innovative Work Behaviour: A Challenge to Organizational Effectiveness

In an era of shifting paradigms, one of the world’s fastest emerging economies, India, needs to develop its human resources to achieve competitive advantage in liberalized market structure.


In order to widen and expand workforce potentialities and to effectively compete in the current decade, organizations have to be opportunist. This necessitates foreseeing future oriented challenges centering on human resource strategies to confront the global pressure for survival. From this point, workforce of any organization has to play a crucial role in fostering the success of the same under competition. This success may be attributed to the behavioural characteristics of the individual workers and their capacities to adjust within the work cohort. These individuals have to cater clear role identities in manifesting clarity and significance of task with position-power relationship under organizational setting that in other way act as a prime mover to press the organization under excellence. In the present global context, knowledge power is the key aspect of intellectual capital both at micro and macro levels. So, every organization wants to accumulate advantages over others specifically competitive advantages as a process of organizational development (OD). So to say, it is pertinent to develop competent and committed human resources after considering all the intrinsic and extrinsic desires in comparison with immediate competitors.


Under this framework of competitive advantage, there lies the underlying motive of business endeavor. Every organization, thereby, accommodates incoming change as fast as it can. The changes in terms of structure, technology, strategy, human resource deliverables and  organization process are basically the focal points which come under prime attention among the several components asking for the implementation of change interventions.  The most important one is the management of people that so constitutes the major thrust area of organizational development (OD).


In all likelihood, the quality of managers to make and execute decisions is the basic aspect that leads to organizational effectiveness (OE). The quality of decision making and execution of decision making reflects some degrees of evaluation of managerial performance. It is worthy to mention that in most of the cases performance evaluation is mingled with organizational process in such a way under real life situations that is indeed difficult to measure in an authentic way.


So, thereby, throughout the academic discourses encompassing managerial performances put emphasis upon managerial success as the tangible indicator to reflect the varied structures of evaluation in terms of performance of the management. Interestingly, due to inability to make control over so many underlying factors influencing managerial decision making to attain organizational success, it is thereby difficult to identify the person’s quality related components influencing the excellence and efficiency in formulation of strategy and its possible execution under interlocked organizational structure.


The whole understanding is based upon some of the core assumptions of organizational effectiveness within the competing value model, depicting open system, internal process, human relation, rational goal attainment approaches that one can assess the organizations’ effective operating conditions within the content and context of organizational development (OD) interventions. Various OD intervention strategies thereby are to be taken into consideration in relation to the development and sustenance of manpower under the present trend of HR practices.


Therefore, under this challenging and ever growing work pressure, business undertakings have felt an urgent need to employ motivated, skilled and committed work force as strategic intent to overcome challenges. Now the concept of ‘work behavior’ has changed from its conventional phenomenon to a modernized automated man-machine coordination system.  This shift is dependent on the pressure of global business environment and the ability of the employees to adopt. In the context emotional competence (EC) and organizational commitment (OC) are playing a vital role in every organization which reciprocally help to strengthen the ability, capacity, skill of individuals and as well as to identify, assess, and manage the innate psychological determinants of one's self, of others, and of groups to obtain synergistic effect within the dynamics of internal environment of the organization as the characteristics of macro level business environment is growing with accelerated rate of competition. Here in this point most researchers and practitioners agree that achievement orientation is a necessary condition for an organization’s success i.e. survival.


From the academic discourses and allied literature on psychological behaviour, it is confirmed that job involvement concerns the degree to which employees identify themselves with their job. It may be influenced by the level of satisfaction of one's needs, either intrinsic or extrinsic. Thereby, job involvement is then the internalization of values about the work or the importance of work according to the individual. Another important psychological variable is organizational commitment which is characterized as the overall strength of an employee’s identification and involvement in an organization. Hence, this is crucial to pave the way for employees to be satisfied by offering the means by the organization in which they work and in turn, they will be able to bring into being the goods and services in a disciplined approach.


Moreover, the components under motivation at work provide an important foundation of cognitive behavior. Experts conceptualized achievement motivation as a task-oriented behavior. Over the years, behavioral scientists have noticed that some people have an intense desire to achieve a target, while others may not seem to be concerned about their achievements. Scientists have also observed that people with high level of achievement motivation exhibit certain basic characteristics at work that persuade better performance. It can be exposed that, personality characteristics of an individual have significant impact upon the emotional competence, organizational commitment-led work behaviour and success of the managers which can easily distinguish an emotionally matured manager from unproductive one with respect to the assigned deliverables and task variety. There is limited research that  has made an attempt the relevance of the psychological factors over managerial success in order to apprehend the job characteristics of  managers. Moreover, from the social significance point of view, this type of study would have a specific impact upon the economic performance of the organization in particular and simultaneously as a social institution, the country as a whole.




Dr. Shuvendu Majumdar is the Associate Professor, Organisational Behavior & Human Resource Management, at Calcutta Business School. He was the former Associate Professor at the JIS College of Engineering and Army Institute of Management. He has published various papers on the areas of Industrial Psychology, Behavioural Science, HRD Strategy, among others.


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