In order for Woody's Veneer Factory to improve the development of performance and diversity of employees in the factory, the I/O psychologist will need to develop a high-performance team that will focus on collecting ideas, knowledge, and experience from other individuals that will increase productivity and employee morale. One of the major functions of a high performance team is the collaborate with people from different departments, because each person will have a different skill set, experience, and ideas that will help increase the productivity for the factory.
When employees are contributing his or her own ideas to help improve the factory this will provide the I/O psychologist a better understanding of how certain jobs are unfamiliar or unspecific to the other employees. Once this high performance is implemented, and the ideas are starting to become effective this will increase employee morale as well. Additionally the high performance team should be diverse, so that not just one idea is going to be implemented. Another critical element for the high performance team to become effective for the factory is that all members of the teams should have the same clear goals. This will ultimately rely on each member to have effective communication with each other.
[...] Additionally the high performance team should be diverse, so that not just one idea is going to be implemented. Another critical element for the high performance team to become effective for the factory is that all members of the teams should have the same clear goals. This will ultimately rely on each member to have effective communication with each other. Positive leadership is crucial to have success in operating and upholding a company. Some examples of leadership that Woody's Veneer Factory could benefit form are the leader behavior approach and the path- goal theory. [...]
[...] Retrieved on February from http://www.nwlink.com/~donclark/leader/leadstl.html. Spector, P. E. (2008). Industrial and organizational psychology. Research and practice (5th ed). Hoboken, NJ: Wiley. Retrieved from the University of Phoenix eBook Collection database. [...]
[...] The impact is all negative and one cannot see how managers and employees in the workplace are fighting one another. The recommendations one can provide is conducting close door interviews with managers and employees of the factory. After all the data is compiled and analyzed based on the interview conduct one would implement more aggressive measures to employees and especially managers and leaders. Eliminate the bulleting board completely and conduct weakly meetings. Assign team leaders to be held accountable for production to receive some kind of incentive as a team. [...]
[...] By use of the path-goal theory this company would implement ways that it could inspire and improve work performance of the staff. The use of a reward method can give staff members just enough incentive to accomplish their objectives. Sequentially for individuals to labor hard and accomplish high-quality yields based on that individuals work performances, the manager must include an accomplishment style approach in regard to the floor workers, as this will assist the floor workers to have more of a sense of accomplishment within their work (Spector, 2008). [...]
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