Behavioral management theory has been modified over time, to incorporate more cognitive and agenetic theories that are inclusive of an individual's socio and physical environment (Stroh, Northcraft, & Neal, 2001). As such, behavioural management theory provides guidance as to management and employee personal and occupational development, and in the identification of employee and target market expectations and needs.
This paper will propose a qualitative investigation of job satisfaction among employees at a local bank. Firstly, a literature review will identify current knowledge to justify the design chosen. Secondly, the method will outline the proposed design, variables, materials, ethical considerations and procedure. Finally, a conclusion shall synthesize the main points of the paper and demonstrate the important implications of conducting this study to enhance employee work experiences and to increase workplace efficiency.
Behavioral management is a psychological approach to understanding and explaining human behavior; within the organizational setting, the general theory has been used for performance management. Corporations have used the theory to define work behaviors that are considered the most effective to get the job done (Coffs, 1997). Behavioral analysis incorporates a set of concepts and methods that can help to establish efficient and harmonious workplace environments. Behavior analysis concepts help us understand how people function within the realities of the world they live in. Drawing also on general systems concepts, behavioural management theory aids in understanding the reasons why an employee takes a course of action that they do, as well as informing management as to how to determine training needs; and how to communicate positive and negative feedback on employee's performance (Wilson, Lizzio, Whicker, Gallois, & Price, 2003).
Importantly, and some say unfounded, job satisfaction has become the work attitude to be investigated by a majority of researchers seeking to establish a relationship between employee attitudes and workplace efficiency (Wright, 2006). Such study reveals information about the person as an employee, as well as a social entity. "Attitudes," "motives," "values," "perceptions," "personality characteristics," "intelligence," and "performance outcomes," can describe an employee in terms that management can apply to overall business strategies (Kane, 1996).
Toyota Ltd takes a critical approach to investigating employee perceptions of work satisfaction. The give each employee a questionnaire for self-evaluation and management feeds back their interpretations, often, the employee might have a different target set as compared to management in terms of performance (Toyota Industries, 2004). Strengths are recognized, and the employee is mentored to work on their weaknesses so as to improve performance. Continuous improvement is always the goal for a company, and in terms of people it is recommended to train and re-train, rather than