GSBS6004: Major Essay Assignment Help
Question
GSBS6004: This major essay assignment requires the students to formulate a critically analytical essay on one of the two topics provided to the students. The critical essay-based assignment assesses how well the students are able to understand theory related to the contemporary issues of organisational behaviour and practically apply apply these concepts.
Solution
The solution requires the students to choose one essay and build on a crucially analytical essay which should analyse the key problems, concepts and evidences with respect to the organisational behaviour. The essay is divided into three section- An introduction, a body for the essay, followed by a conclusion.
Our experts have chosen the topic relating to the exploration of the main distinctions between traditional full time employees’ organisational behaviour and that of the gig workers. The essay also incorporates the challenges corresponding to both the workers and ways through which these challenges can be approached.
Introduction
The solution begins with an introduction. The experts provide a background to organisational behaviour relating to the domain of gig workers and traditional employees to orient the readers towards the aim of the essay.
Organisation behaviour studies explore the relationships and impact that individuals, teams/groups and organisational structures, have on the behaviour prevailing in organisations so as to understand ways to increase an organisation’s effectiveness (Robbins et al., 2019, p.8). An area of study within the domain of Organisational Behaviour, is that of the rise of gig workers, in comparison to traditional employees in an organisation. Traditionally, employees in organisations are required to handle the job assigned to them, in a standardised manner to produce uniform results, at all times.
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The body of the essay is explained through three sections, for which we have provided half of the solutions below:
Firstly, a contrast is provided between traditional employees and gig workers. This is expanded in detail by our experts by discussing how the two differ in their attitudes, the kind of motivation they work best in, and their expectations with respect to the organisations.
Traditional Employees versus Gig Workers: Key Differences
A primary characteristic of traditional employment is the expectation of employment security through an extended tenure (Friedman, 2014). On the contrary, the research of Watson et al. (2021) underlines that gig work is of temporary nature wherein the task itself needs to be completed within a stipulated period of time. This, in turn, underlines another key expectation of gig work to be renumerated in the form of project-based compensation, as compared to traditional employment in which a salary is meted out. Gig workers also expect flexibility in work with regard to job location, time, workload, and so on. The ability to work from anywhere in the world is a key expectation and motivating factor propelling the gig economy forward. An often-used term today for gig workers is freelancers. The work of Kuhn (2016) highlights that from an employer’s perspective, the motivation to hire freelancers/gig workers stems from the fact that remote technology today enables organisations to work with talent from around the world for specific tasks on demand. For example, hiring a skilled gig worker for completing a specific website or software application for a single project client is more cost-effective for an organisation, rather than hiring a full-time employee. On the other hand, Kuhn (2016) also notes that in the present economic risk environment where layoffs are frequently carried out by organisations, a motivation for gig workers could be the aspect of diversifying income avenues through freelance work. Henderson’s (2020) report echoes this wherein the pandemic of Covid-19 caused an unprecedented upsurge in the preference for gig work. The empirical findings of Umar, Xu and Mirza (2021) also establish this positive relationship.
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Next, our experts have proposed that there are multiple challenges related to working with gig workers, a snippet of which you can read below.
Gig Workers: Challenges in Contemporary Times
In a traditional setup, managers and leaders could use the physical site of the office as a medium to exercise leadership and authority. With gig work making the physical office obsolete, leaders and managers have to face the challenge of leading a team that they have never met, thereby jeopardising the aspects of rapport and team-building efforts, which are extremely essential in organisational structures (Burkus, 2021). Secondly, the complex work environment of the present times has given rise to the need for organisations to foster multi-teaming structures that might cause intra and inter-team friction within traditional employees (Fodor, 2019). Grievance redressal might still be possible for traditional employees as they would have a common human resource mechanism to address conflict. However, multi-teaming approaches can be particularly difficult for gig workers as being directed and managed by multiple leaders can be confusing for the project in question.
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The experts have then outlined the best ways to address these challenges to enhance the organisational working environment. Please keep reading to know more about this.
Addressing Challenges
In order to manage gig workers and build a lasting rapport with them for association with them in future projects, managers/leaders need to address the most appropriate way to reach out to each freelancer. The report by Zgola and Forbes Business Council (2021) 5underlines that since gig workers are not like regular employees, finding them instantly for meetings and discussions might be hard as they work for multiple clients. Managers/leaders are advised by the authors to pick the most commonly preferred communication method for a targeted gig worker so that they can be easily contacted. Some gig workers might prefer emails, while others might use an instant messaging service. Leaders can also try to negotiate video connectivity access with the gig worker through applications like Zoom, Skype, etc. in order to inculcate some real-time camaraderie in an otherwise virtual, nocontact setup. The findings of Nieken’s (2022) research have also shed light on the fact that the usage of online face-to-face avenues has a higher scope of increasing gig worker productivity and output as tactics of leadership styles like charismatic leadership can be employed even in a virtual setup with cues of verbal and non-verbal communication aiding in increasing gig worker performance. Embracing such communication channels will also address the challenge of unidimensional directives and ensure the additional benefit that two-communication takes place between gig workers and managers/leaders.
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Lastly, a brief conclusion is provided, which our experts have kept brief to outline all the significant findings in a short paragraph.
Conclusion
Gig workers are a reality in contemporary times and no industry is exempt from such workers, recasting what work itself encompasses. Traditional employees differ in their attitudes, expectations and motivations, from that of gig workers. While issues like job security and tenure remain one of the foremost concerns of salaried employees, gig workers are driven by diversification of income streams, autonomy and independence, flexibility, and so on.
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