Introduction:

As a student of Organizational Behavior, understanding the various issues that affect workplace
effectiveness is crucial. One way to gain insight into these issues is through informal interviews of
employees working in different organizations. In this report, we will present the findings of interviews
conducted with five employees to shed light on different aspects of organizational behavior.

Firstly, we will explore the topic of job satisfaction, and how it can be measured using the Summation
score method. We will then discuss the application of the Job Characteristics Model in job design and
identify jobs that have high and low levels of each characteristic, and whether these jobs are high or low
paying.

Next, we will identify five different criteria by which organizations can compensate employees, and
analyze whether performance is the most commonly used criterion in practice based on the data
collected.

We will then apply Hofstede’s Framework to analyze how people in Bangladesh behave in the
workplace, and suggest improvements that can be made based on each dimension. Finally, we will
explore the challenges that can arise during group performance, and how to overcome them.

By examining these topics, we hope to gain a deeper understanding of the various factors that influence
organizational behavior and how organizations can effectively manage and motivate their employees.

Objectives of the Study

The objective of this report is to gain insight into various issues that affect workplace effectiveness by
conducting informal interviews with five employees from different organizations. Through these
interviews, we aim to address several questions related to organizational behavior, including how to
measure job satisfaction using the Summation score method, how to apply the Job Characteristics
Model in job design, and identifying jobs that have high or low levels of each characteristic and whether
they are high or low paying.

We also seek to identify five different criteria by which organizations can compensate their employees
and analyze whether performance is the most commonly used criterion in practice based on the data
collected. Additionally, we will apply Hofstede's Framework to analyze how people in Bangladesh
behave in the workplace and suggest improvements that can be made based on each dimension.
Lastly, we will explore the challenges that can arise during group performance and provide strategies to
overcome them. By addressing these questions, we hope to gain a deeper understanding of the various
factors that impact organizational behavior and provide insights on how organizations can effectively
manage and motivate their employees.

Methodology of the Study

a. Type of Data: Primary and secondary data

In order to answer these questions, both primary and secondary data can be used. Primary data would
be collected through informal interviews of at least 5 employees working at different organizations. This
data would provide firsthand information about the employees' experiences and perceptions regarding
job satisfaction, job characteristics, compensation criteria, and group performance. On the other hand,
secondary data would be collected from existing literature such as research papers, books, and other
sources of information that have already been published or documented. Secondary data would be used
to gain a broader understanding of the theoretical concepts and models, such as the Job Characteristics
Model and Hofstede's Framework, which would help in analyzing the data collected through primary
sources. By utilizing both primary and secondary data, a comprehensive and holistic understanding of
the workplace issues affecting organizational effectiveness can be achieved.

b. Data Collection and analysis Process

The data collected through both primary and secondary sources will be analyzed using the text book and
the academic slides and also different web sides and other qualitative analysis techniques. The analysis
will provide the effectiveness of an organization and help in identifying areas for improvement. The
findings will be presented in a clear and concise manner, and recommendations will be provided for
effective implementation.

c. Limitation

Limitations of this study could include a small sample size, limited diversity in terms of job types and
industries, and the possible for response bias from the participants. As the interviews are informal, the
responses may not be as reliable as data collected through more tought research methods. Additionally,
as the study only focuses on a single country, the results may not be universal to other cultural contexts.
Finally, the study relies only on the subjective experiences and perceptions of employees, rather than
objective measures of organizational effectiveness.

Findings of the Study

here's an overview of the findings you could potentially get from conducting interviews on these topics:
 1. Job satisfaction: You can measure job satisfaction by asking employees about their overall
satisfaction with their job, pay, benefits, work environment, and opportunities for growth and
development. To use the summation score method, you would assign a numerical value to each
response and then calculate the total score for each employee. For example, if you use a scale of
1-5 (with 5 being the most positive), an employee who rated their job satisfaction as 4 on pay, 5
on work environment, 3 on growth opportunities, and 4 on overall satisfaction would have a
total score of 16.

2. Job Characteristics Model: You can apply the Job Characteristics Model by analyzing jobs in
terms of the five core characteristics: skill variety, task identity, task significance, autonomy, and
feedback. Jobs with high levels of skill variety, task identity, task significance, autonomy, and
feedback are likely to be more satisfying and motivating for employees. Examples of jobs with
high levels of these characteristics might include creative positions such as graphic designers,
software developers, or writers. Jobs with low levels of these characteristics might include
repetitive assembly line work or data entry. Whether these jobs are high or low paying would
depend on the specific organization and industry.

3. Employee compensation: Organizations can compensate employees through various criteria

4. Hofstede's Framework in Bangladesh: Based on Hofstede's framework, you can analyze how
people in Bangladesh behave in the workplace in terms of dimensions such as power distance,
individualism-collectivism, masculinity-femininity, uncertainty avoidance, and long-term
orientation. For example, Bangladesh scores high in power distance, meaning that there is a
hierarchical structure in the workplace where superiors are respected and authority is valued.
To improve the workplace, you could suggest encouraging more collaboration across levels of
hierarchy or promoting more employee involvement in decision-making.

5. Group performance challenges: Challenges in group performance can include conflicts between
team members, lack of cohesion, differences in work styles, and poor communication. To
overcome these challenges, teams can establish clear goals, establish norms for communication
and collaboration, identify and utilize each member's strengths, and address conflicts
proactively through open communication and conflict resolution strategies.

Conclusion and Recommendations

In conclusion, organizations can improve the effectiveness of their workplaces by measuring job
satisfaction, applying the job characteristics model, compensating employees based on various criteria,
and considering the cultural dimensions of their employees. By following these steps, organizations can
create a positive work environment that promotes employee satisfaction and productivity.