Personality predisposes people to have certain moods (feelings that tend to be less intense but longer lasting than emotions) and emotions (intense feelings directed at someone or something). In particular, personalities with extraversion and emotional stability partially determine an individual predisposition to experience emotion more or less intensely. Although traditional theories of motivation still appear in OB textbooks, there is unfortunately little empirical data to support their validity. More contemporary theories of motivation, with more acceptable research validity, include self-determination theory, which holds that people prefer to have control over their actions. If a task an individual enjoyed now feels like a chore, then this will undermine motivation. Higher self-determined motivation (or intrinsically determined motivation) is correlated with increased wellbeing, job satisfaction, commitment, and decreased burnout and turnover intent. In this regard, Fernet, Gagne, and Austin ( 2010) found that work motivation relates to reactions to interpersonal relationships at work and organizational burnout. Thus, by supporting work self-determination, managers can help facilitate adaptive employee organizational behaviors while decreasing turnover intention (Richer, Blanchard, & Vallerand, 2002). Person culture is basically common in the animal protection organizations. Communes and partnerships This approach works well in the motivation of the work force in that it reduced the rate of workers turnover since their needs are met as they grow and change from the lowest level to the highest level in the pyramid. It is evident that most of the employees of Vodacom have been growing in their needs and the organisation has responded effectively and thus enabling it to achieve its corporate objectives. Recommendation on the suitable theory for my organisation The theory outlines the different needs of the employees in the hierarchy and thus the changing needs in the organization’s workforce should not be ignored because they enable the employees perform at their full potential.

Aubrey C. Daniels; Jon S. Bailey (2014). Performance management: Changing behavior that drives organizational effectiveness (Kennon A. Lattaled.). Wiley Online Library. {{ cite book}}: CS1 maint: multiple names: authors list ( link) OBM might be seen as one of the distant branches of scientific management, originally inspired by Taylor. [30] The principal difference between scientific management and OBM might be on the conceptual underpinnings: OBM is based on B.F. Skinner's science of human behavior. [31] Because different people behave differently in the same situation, studies from multiple disciplines using multiple research methods create confusion, hindering a unified concept of organizational behavior. [32] Quality management [ edit ]

M Jennifer, George & G Jones. Understanding and Managing Organizational Behavior, Addisson, Wesley Publishing Company, New York. P. 56

Planned interventions that take internal feelings and attitudes into account. Intervention implementation and refinement decisions should be based on objective behavioral observations and subjective evaluations of feeling states. The indirect internal impact can be evaluated by imagining oneself going through the intervention procedures The right of laurie J. Mullins to be identified as author of this work has been asserted by him in accordance with the Copy- Attitudes: they can be seen as favorable and unfavorable behavior towards an organization, department or persons.Organizational structure is a sociological phenomenon that determines the way tasks are formally divided and coordinated within an organization. In this regard, jobs are often grouped by the similarity of functions performed, the product or service produced, or the geographical location. Often, the number of forms of departmentalization will depend on the size of the organization, with larger organizations having more forms of departmentalization than others. Organizations are also organized by the chain of command or the hierarchy of authority that determines the span of control, or how many employees a manager can efficiently and effectively lead. With efforts to reduce costs since the global financial crisis of 2009, organizations have tended to adopt a wider, flatter span of control, where more employees report to one supervisor. Forming : also called dependent stage, at this stage the members depend on the outside information and expertise to establish their roles and job descriptions. The human relations approach to management focused mainly on the psychological and social aspects of work in the organizations. In this approach the people are treated in a better way and not like machines and thus the organization values them more. The aspects of motivation, effort recognition in the work force made great impact on the production levels of the employees and enhance the relationships with their bosses, co workers and workgroup members. This approach insists that the management approach alone is not enough unless it is coupled with the human resource aspect. Contingency approach