Organization Development Intervention

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Employees’ engagement affects the performance of the organization in both positive and negative aspects. In sales, the impact investigated is connected to turnover rate being high due to low engagement of employees. This factor emanates from the leadership styles and also, the skills employees have causing the low satisfaction and motivation in the job criteria. More so, this study sets to evaluate the contribution of leaders towards transformational leadership in work environment to assist in leadership approaches, for sales team leaders. These are the major factors that are deemed to correlate with the employees’ engagement levels in sales department. In this paper the leadership styles and development of employees’ skills towards high engagement are evaluated. More so, investigating theoretical link between provisions of leadership development programs to sales team leader, introduction of new positive psychology concepts and conducting whole brain literacy towards employees’ engagement probable shifts.  To support and elaborate on the study hypotheses, the paper will assess six literatures.

For team leaders to understand the engagement decrease in employees, they have to incorporate comprehensive analysis of the situation. This is however facilitated by various aspects as theories connected to development, thorough systematic evaluation of the past the present and the future (Skinner & Kelley, 2009).  Research studies such as (Tayko &Talmo, 2010) have indicated the importance of leaders’ inclusion of whole brain theory in determining issues and facilitate change. Tayko and Talmo looked at the outcomes garnered from the employees in reference to literacy as well as learning, all connected to the brain. Here leaders have control of what they have acquired from the employees. Cooperrider et al (2008) and Tayko &Talmo (2010) on a consensus note agree that, the leader is entitled to explore the information and derive strategies to pursue a developmental and increased performance goal. The delivery of the strategies set presumes a preservative approach for consistent performance. More so in respect to literacy and learning, approaching these aspects on a mutual focus propels increased and performance. This is further focused on the leader emphasizing the outcomes analysis to the employees positively. Additionally, the leader should further emphasize on the need for employees to self evaluate according to what they understand of themselves positively (Orem, Binkert & Clancy, 2007), formulate strategies to curb limitations and develop strategies with individual future prospects and continuous reflection. Consequently, Skinner &and Kelley (2009) indicate that consistency has to be maintained with continuous risk taking approaches. Risk taking has been ascertained to focus on developments programs coupled with diverse approaches as time advances. The envisioned perspective incorporates improvement on challenges hence more positive engagement.

Cooperrider, Whitney and Stavros (2008) state that, appreciative inquiry is used as a tool implemented by organizations in determining the problem, assessing the problem according to what should be done, formulation of plans and problem solving coupled with consistency and monitoring. Cooperrider et al. (2008) also indicate the objective of their study based on how effective the appreciative inquiry also referred as AI, can be applied in organizations. More so, the role it can play once the trainers and leaders alike in particular areas within the organization are empowered in guiding the employees. Skinner and Kelley (2009) clearly mentioned the effectiveness of incorporating AI in sales aspects to enhance the positivity of the phenomenon. In more in-depth analysis the researchers theorized the strengths of AI in sales in terms of applicability factors. Therefore, it is hypothesized that appreciative inquiry will have an impact in the performance of the sales department to rejuvenate the performance of the team. Cooperrider et al. (2008) identifies the principles aligned to AI. First it is theorized that the leaders should understand the employees as well as the organizational goals. This focuses on the development of the employees in varied aspects within respective careers and also, centers on the organizational goals in long term perspective. Secondly, the value inquiry has implications on change. This means that inquiry acts as an intervention towards the problem hence creating a sense of change. The change is manifested in the acknowledgement of employees’ value. Once questions are set for the variable determining performance, scenario is more geared towards envisioning the probable change or scenario. Thirdly, the choice of inquiry is dictated by the issues at hand such as the job satisfaction and motivation resulting to low engagement. There fore, inquiring in respect to the problem in this study has been centered on the employees’ engagement in the sales occupation. Based on that, (Mosca et al., 2010) implies that, in choosing leadership approaches, new ideas can be supplemented in order to test their full integration towards performance of employees. Another principle focuses on anticipation of the future performance built on imagination of the organizational progress as well as the team with regards to achievements and developments. Finally, the outcomes of positive psychology in terms of what has transpired are reflected upon (Orem, Binkert & Clancy, 2007). More so, it has to be fully supported with inspirations and motivations, meaning actions are implemented.

In reference to AI, Skinner and Kelly (2009) supported the aspect of appreciative inquiry as a positive psychological factor especially in sales management. The researchers report same idea as (Cooperrider et al, 2008) and also imply that incorporating AI, the accomplishment aimed at, instigates at the strengths. These strengths can be facilitated in the sales team leader’s mandate to the whole team. As a result, the evidence of AI in sales is mentioned in terms of the influences towards the team in facilitating motivation and job satisfaction. Skinner and Kelley (2009) propose that application of AI can be implemented in terms of employees’ motivation, thorough compensations, effective communication and more. Further, training the sales team on the procedures as well as practices, changing the culture of operations in sales team with suggestions of focusing on consumers more to develop relationships. In addition, enhancing the development of the team where complex issues are identified and assesses in terms of discovery, envisioning, formulation of strategies and implementation coupled with consistent monitoring (Cooperrider et. al., 2008).

Improving engagement of the employees, Mosca, Fazzari and Buzza (2010) estimate the involvement of the sales team leaders in developing the morale of the sales teams according to the policies of the organization and those of the personnel department. They also note that the employees are bound to lose focus if the methods implemented disregard their values. Sales personnel have the mandate of connecting with the consumers hence should be effectively inspired through empowerment. This can be attributed to (Orem, Binkert and Clancy, 2007) identification of factors facilitating the development in terms of leaders’ competencies. These factors can be identified in terms of encouraging, listening, providing positive feedback to their subordinates, focusing on the future and many more (Mosca et al., 2010), and they have been exceedingly successful. Mosca et al. (2010) also comments on leaders approach in assessing the progress continuously. Skinner and Kelley (2009) add that the continuous process has to include risks in terms of new positive psychology development.  Leaders can transform a low engaged group into a performing team with more considerate approaches indicating the involvement of employees. As a result (Cooperrider et al., 2008) indicate how they would approach varied low performing scenarios, whereby the impact built in terms of confidence to the employees.  Here, appreciative coaching can be applied to reinvigorate the energy of the sales team. In particular, Orem, Binkert and Clancy (2007) find that, the appreciative coaching approach correlates with the appreciative inquiry’s approach of utilizing the four Ds, which emphasizes on discovering strengths, designing strategies to improve on the strengths, envisioning the accomplishments of the strategies. In addition, implementing change with reflection on how performance has developed as well as how it can be improved further.

In appreciative coaching, leaders can implement a systematic process that has a positive psychological impact, to the low engaged employees. The process stipulates diminishing factors that inhibiting success and performance (Orem, Binkert & Clancy, 2007). Appreciative coaching is a developmental aspect for employees as they are allowed to determine their weaknesses in appositive manner, thus facilitating positive psychology (Mosca et al., 2010). The coaching is meant for the employees to view their engagement positively with discovery of strengths. Tayko and Talmo (2010) highlight that, to facilitate the discovery of the employees’ strengths and weaknesses, questions should be probed, in a positive approach (Orem, Binkert & Clancy, 2007). The questions enhance understanding of the responses given by the employees in respect to their low performance or what they deem to facilitate the scenario.

With reference to the results of the background information, it has emerged that, in depth analysis interventions are the best practices for leaders to adopt in formulating development programs for low engaged employees. The process on analysis has been broken down in reference to the brain literacy as well as learning (Tayko & Talmo, 2010). Furthermore, this analysis involves incorporation of appreciative inquiry to the employees (Cooperrider et al., 2008; Skinner & Kelley, 2009). More so, the appreciative inquiry correlates with the approaches in the appreciative coaching (Orem, Binkert & Clancy, 2007; Mosca et al., 2010). These approaches are all centered towards development of positive psychology in low engaged employees hence reinvigorate their morale. More so, the leaders are empowered in decision making processes regarding leadership approaches to the subordinates. According to the brain literacy, positive psychology is initiated with leaders understanding themselves first. With this understanding they develop goals which they positively implicate on employees through facilitating employees’ development. This results to personal motivation and satisfaction due to realized capabilities. Finally, longitudinal studies focusing on the employees’ factors need to be done to understand the correlation of various aspects that connected to leadership and development programs. Employees are dependent on the leadership styles applied as well as organizational strategies implemented towards employees. Assessing the dependent factors of employees will further facilitate understanding of the diverse and independent performance variables connected to employees’ engagement.

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REFERENCES

Cooperrider, D. L, Whitney, D & Stavros, J. M. (2008). Appreciative Inquiry Handbook for          Leader of Change, 2 ed. Brunswick: Crown Custom Publishing.

Mosca, J. B., Fazzari, A., & Buzza, J. (2010). Coaching To Win: A Systematic Approach To         Achieving Productivity Through Coaching. Journal of Business & Economics Research,         8(5), 115-130. Retrieved from EBSCOhost.

Orem, S.L, Binkert, J & Clancy, A.L. (2007). Appreciative coaching: A positive process for           change. San Francisco: John Wiley & Son Inc.

Skinner, S. J., & Kelley, S. W. (2006). Transforming Sales Organizations through Appreciative     Inquiry. Psychology & Marketing, 23(2), 77-93. doi:10.1002/mar.20101.

Tayko, R.P & Talmo, R.L. (2010). Whole Brain Literacy for Whole Brain Learning. Manila:          Book Choice Publishing