Organizational Behaviour Analysis and Evaluation

OB in Thai-Lay Fashion Company Ltd: There are around 250 employees in the company with most of them belonging to the host country of Hong Kong. There are a few migrant workers from countries like Thailand, Indonesia and China. But they are few in number and does not factor as a force in the total workforce. In other words, they go along with the majority of the workforce and behave in a similar manner at least inside the organisation. It should be said that on the whole, the workers are a problem-free group.

But the workers who are native to Hong Kong do create problems with their behaviour inside the company. The problem we found was that these employees are not enthusiastic about the work they do. This began to cause delays and poor quality of work from a relatively large section of employees. On analysis, it was found that the problem started in the manufacturing section and was initiated by a group of twenty employees.

While they did not encourage this behaviour among others, their style and way of functioning began to be noticed and copied by other employees especially those working in the same shift and building. This behaviour did not manifest itself until a significant slow down in production coupled with greater than average rejections from the quality control department began to happen. This was what caused the management to investigate the problem.

The supervisor in charge of the shift was found to be ineffective and hence the problem was not reported to the company. This behaviour even caused orders worth HK$ 200,000 to be rejected or cancelled within the span of two months. The management decided that appropriate action has to be taken and an expert on OB was consulted.

His explanation was that workers in countries like Australia, New Zealand, Hong Kong, Germany and Vietnam have a tendency to be positive about the company they work for, but are not enthusiastic about the work they do unless it suits them. This was based on a survey done on the working behaviour of employees in many countries. (Traditional Job Satisfaction is not Sufficient to Explain the Behaviour of Employees. 2003). The consulted provided a matrix that classified employee attitude and behaviour which was developed from the said survey.