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Organizational Behavior 

Analysis: Following the interview, your manager asks you to use your notes about the candidate to write a report. You will need to provide context to your manager on organizational behavior and how it impacts the organization.Your manager has asked you to provide a holistic view of what motivates the candidate.You choose two behavior theories to apply in order to meet the expectations of your manager.Be sure to explicitly state which two theories you chose to apply in your report.


Specifically,your manager asks you to address the following:


  • Describe in detail your process for applying each behavior theory as it relates to the candidate.

  • Determine the anticipated outcomes or challenges at each level of the organization for each behavior theory that you applied.Consider how the individual,group, and organization are motivated and what behavioral changes are likely to occur by hiring the candidate.


Proposal:Your manager is quite confident that they will hire this candidate and needs your help to create a plan for onboarding the new employee. You will need to consider how the individual,team members, and organization will be affected by hiring this person.Propose strategies that your manager should implement to effectively support each level of the organization during this transition.


Specifically,your manager asks you to address the following in your report:


  • Recommend interventions to ensure new-hire and organizational success for each behavior theory you applied.Consider the following:

o  How can your manager motivate and support the candidate and team members?

o What emerging trends currently exist in organizational behavior management?

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Organizational Behavior


Organizational behavior (OB) is a critical element in the corporate world. It involves designing work responsibilities with a focus on the psychological, emotional, and interpersonal behavioral dynamics influencing organizational performance. Here, management plays a fundamental role by overseeing employees' activities and supervision to perform tasks for corporate effectiveness. Usually, OB involves how employees behave in an organizational setting. OB principles play a massive role in making organizations and employees work effectively together. Ideally, positive OB improves productivity, increases motivation, fosters better leadership, and facilitates cross-team collaboration. However, it is crucial to determine what motivates an employee to fulfill specific tasks. This report discusses Alderfer’s ERG theory and McGregor’s theory X and Y as a holistic approach to determine what motivates the new candidate.

Alderfer’s ERG Theory

Human motivation involves the fulfillment of specific needs. Such needs encompass a range of desires from the most basic to the most complex. With this understanding, Clayton Paul Alderfer formulated the ERG theory to suggest three groups of core needs, including existence (E), relatedness (R), and growth (G).


The existence needs refer to those that people require for living, including physiological needs such as shelter, food, air, and safety-related needs, including secure employment and health (Graduate Studies, 2019). During the interview, the candidate must provide basic physiological needs such as food and shelter for his family. Also, he has safety-related needs such as his health and requires a private space to check his blood sugar and access snacks and water. As a family man, he also needs secure employment.


Relatedness needs are those that focus on maintaining interpersonal relationships based on social interactions. From the interview, working in teams is a motivating factor for the candidate. He was a project manager in his previous position, which reinforces his motivation to maintain interpersonal relationships.

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The growth needs are those intrinsic desires for personal development. From the interview, the candidate expressed his desire for personal development by maintaining that he is interested in learning and growing professionally.

McGregor’s Theory X and Y

Douglas McGregor formulated theories X and Y. The theories assume that a manager's role is organizing resources, including employees, to benefit a company. Also, the theories highlight employees' motivation, as highlighted below.

Theory X

According to McGregor, Theory X assumes that employees try to avoid work as much as possible. Monetary benefits remain their primary source of motivation, with security coming second. Ideally, employees require a rigid approach to motivation through coercion, threats, tight controls, and micro-management.  From the interview, the candidate does not depend on monetary benefits for motivation. In addition, the candidate knows how to manage his time and does not require coercion or micro-management.

Theory Y

McGregor highlighted that employees could be best motivated through higher-level needs under theory Y. Here, employees have an intrinsic interest in their work, are self-directing, and can solve business problems (Graduate Studies, 2019). From the interview, theory Y best reflects the candidate since his personal goals align with those of the organization; he is self-directed and motivated to meet his objectives. Also, he knows how to manage his time and maintain a healthy work-life balance.

There are several anticipated outcomes or challenges for each behavior theory as it relates to the candidate. Using Alderfer’s ERG Theory, the candidate will have to fulfill lower order needs before moving to higher-order needs (Graduate Studies, 2019). However, if the candidate gets frustrated with higher-order needs, he can always go back to lower-order needs (regression). His profound desire for personal growth could also lead to excess ambition leading to damaged reputations and relationships (Carucci, 2020). Also, he could seek to further his education after hire, which might reduce the number of employees. In theory X and Y, the candidate is intrinsically motivated. Hiring him will lead to enhanced engagement, better performance, increased retention, and efficiency on assigned tasks at each organization's level.


The first recommendation to the management is to create a path for the new candidate to fulfill higher-level needs through professional development. In theory Y, the administration should help the candidate and other employees to achieve their career goals through mentoring, job shadowing, training, workshops, and seminars. The downside of intrinsic motivation is that the candidate will require regular praise and performance reviews to maintain his motivation (Mene et al., 2019). However, he will have a generally positive effect on the company. Based on Alderfer’s ERG theory, the second recommendation is that the management does not lose focus on improving the candidate's and other employees' lower-level needs. While supporting them in their journey towards professional development is critical, the management should also compensate them well to fulfill their extrinsic desires and to avoid regression to lower-order needs.

The application of behavior theory to inform decisions has several limitations. For instance, while the ERG theory is essential in determining employee motivation, it fails to propose a straightforward guiding principle by suggesting that an individual must engage in behavior that gratifies one of the three sets of needs presented by the model. In McGregor’s theory, an employee is intrinsically or extrinsically motivated, with no in-between, which is not always the reality. Therefore, wholly relying on such behavioral theories to inform decisions might lead to flawed and inadequate conclusions.

Recommending interventions influences organizational performance. For instance, in an open system, an organization strongly depends on feedback received from the external environment. Herein, the recommended interventions will go a long way towards ensuring a smooth hiring process for the new candidate. The recommendations will also promote organizational growth as the management focuses on different strategies to facilitate employee growth. The recommended interventions also play a massive role in revitalizing organizational theory and developing a better conceptualization of organizational life.




Carucci, R. (2020, October 15). How Ambitious Should You Be? Harvard Business Review.

Graduate Studies. (2019, December 11). 6.3 Theories of Motivation. Organizational Behavior.

Mena, P., Murchison, J., Yang, L., & Yang, M. Intrinsic vs. extrinsic motivation: The Solution to Fostering Creativity.

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