Study of office ethics

1. Organizational
Behavior – A
study of Office
Ethics
Course Instructor
Dr. Mamta Tripathi Ma’am
Submitted By
Ashutosh Soni (EMBA23006)

2. Learning, Motivation &
Satisfaction
Learning is of great importance for both employers and employees in
the modern workplace.
It helps both employers and employees in providing competitive
advantage not only in employees career but also for organization
growth perspectives. It is generally believed that effective learning
depends on the availability of an authentic learning environment
which facilitates the learning process, and this has been an
important research agenda in education. The concrete steps of a
lesson study, which are considered to be able to bring about
increased professional knowledge and skills, are as follows
• Defining and researching a problem
• Planning the course of action
• Evaluating and reflecting the results

3. Definition Of Learning
LEARNING IS ANY RELATIVELY PERMANENT
CHANGE IN BEHAVIOR BROUGHT ABOUT BY
EXPERIENCE OR PRACTICE; ACQUISITION OF
INFORMATION OR A BEHAVIORAL TENDENCY
WHEN PEOPLE LEARN ANYTHING, SOME PART
OF THEIR BRAIN IS PHYSICALLY CHANGED TO
RECORD WHAT THEY HAVE LEARNED
ANY KIND OF CHANGE (GOOD/BAD) IN THE WAY
AN ORGANISM BEHAVES IS LEARNING

4. 4P’s
concept
System

5. A Case Study On Valvoline
Dr. John Ellis, the inventor of a petroleum lubricant for steam
engines, founded Valvoline on September 6, 1866, in Binghamton,
New York, as the "Continuous Oil Refining Company”.
In 1868, Ellis renamed his Binghamton Cylinder Oil to the more
memorable Valvoline.
In 1949, Ashland Inc. purchased the Freedom-Valvoline Company.
By 2016, Ashland's Valvoline subsidiary accounted for about 37%
of the parent company's annual revenue. Valvoline completed an
initial public offering on the New York Stock Exchange on
September 22, 2016

6. Overview
• With net profits for around 3.4 billion Valvoline become the 2nd
largest retailer with around 2200 retail outlets in world.
• Valvoline growth has resulted workforce of over 2,80,000
employees worldwide.
• To support its growth, Valvoline needs staff that are motivated,
flexible and well-trained and who recognize customer needs. In
turn, Valvoline’s employees are supported by the company in their
various roles and at different levels - from customer assistants in
stores to department managers; from warehouse employees to
office and logistics staff. Valvoline recognizes that employee
motivation is important for the continued growth of the company.

7. Details Of Case Study
•Gender and Age
of Respondents.
Gender # of
Respondents
Age # of
Respondents
Male 23 19 - 30 13
Female 27 30 – 50 25
Over 50 12

8. Education and length of
employment
Education level # of
Respondents
Length of
employment
# of
respondents
Secondary 4 Up to 7 years 5
College
education
8 8-14 years 8
Bachelor 13 15-22 years 19
Master's degree 15 23-28 years 17
Master of
science
6 Over 29 years 1
PHD 4

9. General
Motivation
with the job
Criteria % of respondents
Work satisfaction 90%
Joy at work 82%
Payment system and motivation 60%
Appropriate reward for their work 50%
Take more responsibility for a
higher payment
76%
Information about the company
vision
67%
Upgrading Learning 88%
Impact of work performance on
payment levels
53%

10. Satisfaction and motivation of
employees at the workplace

11. Findings With Survey
• Respondents expressed the greatest
dissatisfaction with work performance on
payment levels.
• Around (90%) respondents are extremely
satisfied.
• Respondents in the workplace are most
motivated with salary (30%) the reward option
(28%) and working conditions (26%).

12. Actions Taken Based on
Study
• Review the existing payment system and consider implementing
performance-based bonuses or incentives to motivate
employees
• Conduct regular salary reviews and adjust compensation
packages to be more competitive in the job market.
• Conduct surveys or feedback sessions to understand why
employees are not satisfied with the current motivational
approach.
• Establish clear performance metrics and tie them to
compensation to make the connection between performance
and rewards more evident.
• Offer career development opportunities and paths for employees
to take on more responsibilities as they grow within the
organization.
• Develop a clear promotion and advancement framework tied to
increased responsibilities and compensation.

13. • Organizations should invest in training and development programs
to enhance the skills and knowledge of their employees. These
programs can include on-the-job training, workshops, seminars,
online courses, and mentoring opportunities.
• Promote knowledge sharing within the organization. Encourage
employees to share their expertise, best practices, and lessons
learned. Create platforms and tools for knowledge sharing, such as
internal wikis, forums, or regular team meetings
• Encourage employees to reflect on their experiences and learn
from both successes and failures. Provide regular feedback and
performance evaluations that help individuals identify areas for
improvement.
• Leadership plays a crucial role in promoting learning within an
organization. Leaders should lead by example and prioritize their
own learning and development. Leadership should allocate
resources and create policies that support learning initiatives.
• Keep an eye on industry trends and benchmark against competitors
to ensure that the organization is staying up-to-date with the latest
developments.
• Create a culture where making mistakes is seen as an opportunity
for learning and growth rather than as a failure
• Conduct post-mortems or root cause analyses to understand the
underlying causes of mistakes and prevent their recurrence