'Organizational Behavior Critical Thinking Essay\r'

'I clear chosen three theories to verbalise the chore. The maiden theory is Schwartz’s cling to speculation. According to the theory, everyone has each bear set of in the flesh(predicate) set and the attainment of these individualizedised esteem is crucial. Conflict of set or failure in attaining them world power pourboire to employees’ disturbance. From the article, the senior staffs claimed that the bonuses they accepted were below average. I realize that some of the staffs’ personal values were not attained, which in this crusade possibly power and achievement. Their personal values great power similarly have conflicted with the connection’s values, which lead to their departure. Herzberg’s Motivator-Hygiene surmise is to a fault applicable in addressing this issue. According to the theory, at that place are some factors those lead to both fetch â€Å"satisfaction” (motivators) and â€Å"dissatisfaction” ( hygiene). The absence of recognition which is one of the motivators leads to no satisfaction and the front man of hygiene factors such as distressing salary and violation of fraternity’s policies such as not paying(a) bonuses that the administrators merited mogul lead to â€Å"dissatisfaction”.\r\nThis presence of â€Å"dissatisfaction” energy be the major(ip) reason for the staffs to quit. Lastly, according to The Three-Component computer simulation of Organizational Commitment there are three types of allegiance that create a stick force, those whitethorn reduce the mettlesome turnover. They are namely Normative, length and Affective committedness. Affective inscription is mainly influenced by personal characteristics and values and is closely link up to the Schwartz’s Value Theory. This perpetration also takes into consideration work experience, which might support the executives’ ratiocination to quit. Violation of psycholog ical ingest is a factor that may cause Normative commitment to be ruptured. UBS has failed to meet the scene of some of their executive and this earth-closet be seen as hygiene factors according to Herzberg’s Motivator-Hygiene Theory which leads to â€Å"dissatisfaction”. The deterrent example, so far, has covered the opposite two theories.\r\nAdding on to that, this model also includes the possibility of remote factors that might lead psyche to set aside a association. In this case, availability of credit line alternatives in other companies, which compromise their good continuation commitments, might be another(prenominal) force that encouraged executives to leave their positions in the company. Therefore, I intermit that this model, in comparison with the others, is the some appropriate model to address the problem of lofty turnover in UBS as it covers to a greater extent possibilities and break ins us a much complete view of why the senior staffs ma y have left the company. UBS is very tender to the mathematical operation of the world’s economy as it runs in the area of monetary service. s pottyt(p) global economic performance or recession is a major factor that influences the problem of uplifted turnover approach by UBS. Most of the decisions must(prenominal) be do cautiously by the company as it involves very high peril level.\r\nThrough these decisions, UBS has to maintain or yet improve the labor satisfaction level of its employee and at the same judgment of conviction, continue to give excellent performance. Wrong decisions might cause UBS to lose its employees even its key executives. In the time of fiscal crisis, it is more fractious for UBS to maintain both its employees’ rail line satisfaction and also its performance. This depends largely on the company’s policy and also the decisions made by the company. For instance, in fence in Street Meltdown in 2008 UBS made a US$32 billion d ismissal and its stock value plunged by almost 70% (Gross, 2008). 1 of the decisions that the company made was to displace 8900 employees worldwide (â€Å"Ubs lay off,” 2008). The change magnitude in the regulation of fiscal manufacture such as tax on financial may also locomote the performance of UBS negatively. Financial Analysts predicted that this join on in regulation leave reduce the size of the industry (Adams, 2011) and this leaves UBS with no other election than cutting off the scrap of its employees. This decision made might negatively impact the expect of the employees as they would feel unsteady in their positions.\r\nThis factor can also be seen as one of the hygiene factors which lead to â€Å"dissatisfaction” and this result in the high turnover. Apart from that, the competitive spirit of the industry itself intensifies the challenge face by UBS. Due to turn away bonuses that it paid to its executive in comparison to the rival companies mig ht encourage the executives to switch company. For example, Edward produce who has worked for UBS for 28 years indomitable to join Morgan Stanley very recently (Philbin, 2011) and Suneel Kamlani, who has worked for 21 years in UBS, decided to join RBS fitting last year (Muñoz, 2010). This shows that it is by all odds a challenge for UBS to stimulate higher levels of commitment of its employees and executives. handiness of position and better fee offered by rival companies allow test the loyalty of the UBS’s employees.\r\nHence, the high competition among banks also induces the high turnover in UBS. To reduce turnover, managers should cultivate the company’s value in the employees. This will reduce Individual-Organizational value conflict and it can be done through procreation sharing of the company’s vision. Managers also have to compliancy the psychological contract and should see more-defined policies to company as it may reduce job dissatisfact ion. In time of crisis, company may also maintain the prolongation Commitment of the employees by paying the bonuses by using the company’s share. However, all of the solutions I proposed may not be successful as they do not take into study the other external factors and the success also depends on the personal characteristics of the employees.\r\nReferences\r\nShehan, Tom, S. ,. T. (n.d.). How to retain employees: a high turnover rate is pricey in both direct and indirect costs. . Retrieved from http://www.allbusiness.com/management/447495-1.html Gross, D. (2008, July 07). Phil gramm’s ubs problem. http://www.slate.com/id/2194933/ Ubs lay off job cut: may kindling 1900 employees. (2008, October 01). Retrieved from\r\nhttp://www.finance-trading-times.com/2008/10/ubs-lay-off-job-cut-may-fire-1900.html Adams, B. (2011, August 30). The bigger layoff: struggling financial heavyweight fires thousands of employees. Retrieved from http://www.theblaze.com/stories/the-b ig-layoff-struggling-financial-giant-fires-thousands-of-employees/ Philbin, B. (2011, September 14). Street moves: morgan stanley hires rbc, ubs financial advisers. Retrieved from http://online.wsj.com/article/BT-CO-20110914-711796.html Muñoz, S. S. (2010, April 12). Rbs hires key executive from ubs. Retrieved from http://www.efinancialnews.com/story/2010-04-12/rbs-hires-kamlani-executive-ubs\r\n'