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Organisational Behaviour: Impact On Work Performance

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Write about the Organisational Behaviour for Impact on Work Performance.




The organisational behaviour comprises of both, the group behaviour and the individual behaviour, actions and performance within an organisation. The individuals in an organisation when come and work together then they are called as organisational groups. There are both formal and informal groups in the organisations. There is a direct impact of the groups on the organisational and individual performance and on the individual behaviour. The work and the work behaviour are highly influenced by the nature of the group. The purpose of this report is to highlight the nature of group behaviour and its impact on work performance. There will also be highlighted the contemporary and traditional theory related to the organisational behaviour (Wagner III and Hollenbeck, 2014).


Nature of Group Behaviour and its Impact on Work Performance

The organisational group are the foundations of human resource which are inseparable and have a significant influence over the organisation. There are several benefits which are associated with these groups but if managed inefficiently then they turn out to be unconstructive for the organisational performance as they have a direct interconnection with the organisational productivity. From time to time, there has been realized the significance of group behaviour in an organisation. Decades back, in 1920, there were conducted the Hawthorne experiments by Elton Mayo with his associates for understanding and analysing the impact of group behaviour on the individual and organisational productivity (Bruce and Nyland, 2011). The studies carried on and still it is one of the highly researched and studied subjects in the literature. There has been performed several researches to develop a connect ion between the individual behaviour and the group behaviour.

Traditionally, there were used to have set hierarchy lines of authority and the employees have to work and communicate in that aspect only without breaking any communication channel or line of authority. This results in less effective communication among the organisation employees, managers nod higher authority personnel (Indermun and Bayat, 2013). As per this traditional approach, there were no groups; therefore, no such direct influence or impact was laid down upon the individuals or the organisation. But with the change in scenarios and theories, there took place a contemporary management and group behaviours where there is establishment of increase number of formal and informal groups in the organisations. The contemporary approach is much supportive for the business organisations as through the formation of the groups there develops effective communication channels among the organisational individuals (Podsakoff, et al., 2014).

There is high importance of groups in an organisation as they not only impact the work or the work performance but also have various benefits to the organisation and the individuals. If the individuals are stuck into some problems then instead of going to the managers or the higher authorities, they tend to discuss among the group. With the help of other group members, they tend to solve at initial level only (Beal, et al., 2003). There are various factors of group behaviour which poses a direct impact upon the work and the work performance. These factors comprises of the composition of the group, the size of the group and the group cohesiveness. In the composition of the group, there is increasing importance of the homogeneity factor. If the members of the groups are homogenous in the aspects of behaviour, culture, age, etc then it laid dowel a positive impact upon the work and the performance as there develops a sense of understanding whereas the heterogeneity results in negative e implications because of diverse factors which leads to conflicts (Cummings, 2004).

The size of the group also matters a lot as if the group is very large then it results in difficult and complex communication, thus, the performance of the individuals impact due to inappropriate flow of information. Therefore, if the size of the group is appropriate, then it influences the work and the performance by having adequate flow of information, development of innovative ideas and making rapid decisions. One major aspect is group cohesiveness. If there is effective communication among the group members, improved engagement, presence of homogenous individuals, then there develops high levels of group cohesiveness. The stronger and higher the cohesiveness is, the greater is the unity in the groups which forces the individuals to work with utmost efficiency and therefore, there are several positive outcomes for the individuals and organisational productivity and work performance of group behaviour (Miner, et al., 2015).


From this study, it can be concluded that there is a direct influence of the group behaviour upon the work and the work performance. The formation of organisational groups is an essential requirement in the present scenario for having better mad improved results. The organisations attain higher productivity, efficiency and faster accomplishment of goals if there are strong and competent groups. Therefore, it can be stated that the organisations must have an in-depth analysis before forming organisational groups so that positive influence and results can be fetched from the groups. 



Beal, D.J., Cohen, R.R., Burke, M.J. and McLendon, C.L., 2003. Cohesion and performance in groups: a meta-analytic clarification of construct relations.

Bruce, K. and Nyland, C., 2011. Elton Mayo and the deification of human relations. Organization Studies, 32(3), pp.383-405.

Cummings, J.N., 2004. Work groups, structural diversity, and knowledge sharing in a global organization. Management science, 50(3), pp.352-364.

Indermun, V. and Bayat, M.S., 2013. An Analysis Of Organisational Behaviour And Its Impact On Organisational Success.

Miner, J.B., 2015. Organizational behavior 1: Essential theories of motivation and leadership. Routledge.

Podsakoff, N.P., Whiting, S.W., Podsakoff, P.M. and Blume, B.D., 2009. Individual-and organizational-level consequences of organizational citizenship behaviors: A meta-analysis.

Wagner III, J.A. and Hollenbeck, J.R., 2014. Organizational behavior: Securing competitive advantage. Routledge. 

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