4QQMN138: ORGANISATIONAL BEHAVIOUR

TUTORIAL TASK 7

TOPIC:
COURSEWORK – LEARNING FROM PREVIOUS ESSAYS

Read the following three student coursework essays from the previous years. All three
students were given the job role ‘disc jockey (DJ)’ to analyse and to propose solutions
to improve performance based on the given option of OB topics that year.

TASK:
After you have finished reading the three essays, comment and evaluate each essay
based on the following criteria. For each essay, you evaluation should consist of at
least 150 words, in either 1 or 2 paragraphs. This means your assignment will be at
least 450 words in total.

Assess the three essays using the following criteria:

Structure:
- Does the essay have a well-formed introduction and conclusion?
- Is the relationship between each point and the overall stance clear?

Clarity of Arguments:
- Is the overall argument/stance of the essay clear?
- Are the individual points clearly stated and supported by evidence?
- Has the student been critical in their analysis of the evidence and
question?

Use of Materials:
- Has the student read widely and from appropriate sources?
- Are empirical evidence and other materials used to answer the question?
- Are empirical studies or examples adequately explained?

Quality of Writing:
- Is the quality of writing adequate?
- Is the style appropriate for an academic essay?
 Essay 1
1) Introduction

The main role of a disc jockey (DJ) is creating music playlists and playing them for audiences
(Careers, 2020). There are radio DJs and freelance DJs, however, this essay will focus on radio
DJs, as they work for organizations, whereas freelancers are independent. Radio DJs take on the
aforementioned role, discuss current events and converse with audiences (O*Net Online, 2021).
Two features could harm performance as a DJ. Primarily, DJs have an excessive workload,
resulting in mental strain; the second characteristic is the pressure to align their views with the
station’s, which, without effective leadership, can lead to reduced performance. These features
will be analyzed using the Demand-Control Model (Karasek, 1979) and the Transformational
Leadership Framework (Bass and Avolio, 1993).

2) Analysis of Problems and Suggestions

The first feature of a DJ is the heavy workload. The job is time-consuming as they must create
playlists using songs approved by the station. Furthermore, DJs must stay up to date with current
events as they have to talk during intervals in music (O*Net Online, 2021). They have strict
deadlines for when everything needs to be prepared as they have shows at specific times. These
stressors can harm performance if they become overwhelming.

To expand on the second characteristic, DJs act as the voice of the station. Whilst there are many
jobs within a station, the DJ is the representative known to the audience. Therefore, there is
pressure for their views to align with the station’s. If DJs do not have the same values as the
station, it can lead to negative interactions with authority as they must still promote these,
resulting in job dissatisfaction. Encouragement of possessing the same beliefs as the organization
falls upon leadership, and there have been studies suggesting leadership is unable to fulfill this
(Watson, 1993).

The Demand-Control Model can be used to analyze how excessive workload affects employee
well-being. This model suggests jobs with high demand and low control are harmful as they are
‘associated with mental strain…[and] job dissatisfaction’ (Karasek, 1979, p.285). DJs have high
job demand as they plan playlists, study current events and deliver news. Their workday extends
past the ordinary day as they must prepare everything on a strict schedule. They have low control
as there are constraints from upper-level management. Program directors create music playlists
the DJ must choose from, thus there is little choice in their music. Furthermore, they have limited
control over their behavior, as they represent the station, therefore they must uphold this
personality (Field, 2004). From this, one can conclude that this job can cause mental strain,
potentially leading to significant health issues (Arnold and Randall, 2016).

Primary intervention as a solution is unsuitable as the stressful features of the job, such as
upholding the personality, are embedded within the job requirements. Secondary intervention,
such as mindfulness classes, could improve performance, as employees would be trained to deal
with stress. Moreover, tertiary intervention, like employee assistance programmes (EAPs), could
allow employees to acquire individualized help to deal with stress, and thus increase
performance.

Regarding the second characteristic, the Transformational Leadership Framework can be used to
examine why there could be poor performance. A transformational leader focuses on motivating
employees to align their values with the organization’s. Transformational leaders are
characterized by ‘idealized influence, inspirational motivation, intellectual stimulation, and
individualized consideration’ (Bass and Avolio, 1993, p. 113). As mentioned, DJs have the
pressure of being the voice of the station so their vision must align with that of the station,
however, studies suggest they are lacking adequate transformational leadership, which makes
aligning their views harder. Research suggests that supervisors are not attentive to current
changes, and thus are not intellectually stimulating, which is critical as DJs should provide a
unique take on current events to keep the show interesting (Watson, 1993). Additionally, leaders
often do not have a plan for the station, harming performance as DJs are unsure of the station’s
vision, thus compromising idealized influence (Legg, 2004). Finally, Watson (1993) argued that
DJs believe leadership does not provide individualized consideration through developing them to
optimize performance, instead manipulating them into doing additional tasks. Lacking these
characteristics in leadership can lead to lower job satisfaction, resulting in DJs being less
motivated to perform well.
As research suggests, most transformational leadership characteristics are compromised, thus one
suggestion would be introducing the Full Range Leadership Program (FRLP). This involves a
survey where employees provide feedback, and then leaders create a personal development plan
based upon this to improve their leadership skills (Bass and Riggio, 2006). As transformational
leaders are more concerned with aligning beliefs, this could result in DJs being more satisfied
with their jobs and improving performance.

3) Limitations and Conclusion

Although mindfulness training and EAPs could improve performance by reducing stress, there
are limitations. Mindfulness training can be expensive if DJs are the only people in the
organization feeling stressed as they must hire staff to lead this training. However, research
suggests secondary intervention has been most effective in improving well-being. EAPs are
cost-effective, but criticisms are that the employee must get stressed before they can target it,
potentially leading to irreversible consequences; and the individual must be committed to
counseling, which may be difficult considering their work overload (Arnold and Randall, 2016).

Regarding FRLPs, there are limitations as they are expensive and time-consuming, which the
station may not be able to afford due to financial constraints (Legg, 2004). Another criticism is
that leaders must spend time reflecting on themselves, and must be dedicated to improving their
leadership skills, which may not always be the case (Bass and Riggio, 2006).

In conclusion, despite these limitations, job performance for radio DJs could be improved
through the implementation of mindfulness training, EAPs, and FRLPs. This is because
mindfulness training and EAPs can reduce mental strain resulting from DJs’ excessive workload
and low degree of control within their jobs. Additionally, FRLPs could improve transformational
leadership skills within radio stations, encouraging DJs to share the organizational values which
could increase job satisfaction and thus performance.
 4) Bibliography

Arnold, J. and Randall, R. (2016). Work psychology : understanding human behaviour in the
workplace. 6th ed. Harlow, England: Pearson.

Bass, B.M. and Avolio, B.J. (1993). Transformational Leadership and Organizational Culture.
Public Administration Quarterly, [online] 17(1), p.pp. 112-21. Available at:
https://www.jstor.org/stable/40862298?seq=1#metadata_info_tab_contents [Accessed 6 Dec.
2021].

Bass, B.M. and Riggio, R.E. (2006). Transformational Leadership. 2nd ed. New York. ; Hove:
Routledge, pp.147–152.

Careers, A. about (2020). DJ【Job Description, Salary & Benefits】. [online] AllAboutCareers.
Available at: https://www.allaboutcareers.com/job-profile/dj/ [Accessed 3 Dec. 2021].

Field, S. (2004). Career opportunities in radio. New York: Facts On File.

Karasek, R.A. (1979). Job Demands, Job Decision Latitude, and Mental Strain: Implications for
Job Redesign. Administrative Science Quarterly, [online] 24(2), pp.285–308. Available at:
https://www.jstor.org/stable/2392498?seq=1#metadata_info_tab_contents [Accessed 6 Dec.
2021].

Legg, J.R. (2004). Job Satisfaction at Selected University Licensed CPB Qualified Public Radio
Stations: An Application of Herzberg’s Motivation-Hygiene Theory. [Dissertation] Available at:
https://etd.ohiolink.edu/apexprod/rws_etd/send_file/send?accession=ohiou1108139927&disposit
ion=inline [Accessed 6 Dec. 2021].

O*Net Online ed., (2021). 27-3011.00 - Broadcast Announcers and Radio Disc Jockeys. [online]
www.onetonline.org. Available at: https://www.onetonline.org/link/summary/27-3011.00.

Watson, S.C. (1993). The Effect of Transformational and Transactional Leadership Behavior on
Organizational Commitment and Turnover in Radio Stations. [Thesis in Mass Communications]
Available at:
https://ttu-ir.tdl.org/bitstream/handle/2346/60866/31295007650749.pdf?sequence=1&isAllowed
=y [Accessed 6 Dec. 2021].
 Essay 2
1) Introduction:

A disc jockey’s role(DJ) consists of playing the right recorded music at the right moment

to levitate the atmosphere of the live house for the groups of audiences. By analyzing

the role, two features may cause problems in terms of motivation and group/team

collaboration. Firstly, a DJ always has to work from night to the morning, meaning that

their needs for social interaction may not be achieved. Secondly, while a DJ seems like

a one-man’s job, there is always a group alongside a successful major DJ. Thus a team

is essential for a DJ to be successful. These factors can lead to a DJ’s deprivation.

Thus, this essay will address these two features utilizing Alderfer’s ERG Theory and

Belbin’s framework of team roles.

2) Analysis of Problems and Suggestions:

Analyzing the first problem, when one becomes a DJ, he/she always has to work from

late night to the morning, which derives his/her time for socializing and interaction with

friends(Wright, 2020). Additionally, DJs' social realms are limited to their colleagues,

and they usually don’t have enough time to spend with their family and friends from the

past. On the other hand, Alderfer’s ERG Theory suggests that the existence needs,

relatedness needs, and growth needs exist simultaneously, and if one need is not

satisfied demotivation may arise. The lack of relatedness can be a serious problem for

DJs as their job indirectly requires them to be isolated from their normal socialization

process due to working hours.

Analyzing the second problem, a team is essential for a DJ to be successful. While the

DJ is the core of the team, the DJ should also identify the importance of others, such as

the agent, the manager, the publicist, co-producer, and other roles. According to

Belbin’s framework of roles in a team, DJ fits into the role of the implementer. In

addition, failure of identifying other roles, which is usually caused by the DJ’s illusion

that he/she is the most important role in the team, would result in broken team structure

and failed collaboration(Simms, 2013). In addition, a DJ could easily fall into the illusion

of fame as the audience is dancing off the music that he/she is playing and believe that

he/she produces all the output. This can cause serious problems as the DJ would

underrate the work done and achievements of other people in the group, causing an

unbalanced team structure.

Regarding the first problem, Alderfer’s ERG theory provides us with the potential

problem that may cause a DJ’s career to go downhill, yet a solution can be provided.

The other needs suggested by the theory are the basic needs for survival and the need

to grow and maximize one’s potential. All the needs exist at the same time rather than

exist in the form of a hierarchy, so we can assume that the problem can be potentially

solved by drawing more attention to the other two needs. Firstly, with all the

sponsorships of clubs and the DJ’s team, the need would easily be excessively fulfilled.

This would mitigate the lack of relatedness of DJs and thus motivate them to be

innovative in producing music. Secondly, the need to grow and maximize the DJ’s

potential can be achieved by setting a good mindset for the DJ and providing the DJ

with the best possible resources that the team can gather for the DJ. This will increase
the DJ’s willpower to be successful, recognized by more audiences, and eventually

invited to large music festivals around the world. By achieving the other needs, the

problem in terms of the need for relatedness can be mitigated, even fully solved.

Regarding the second problem, according to Belbin’s framework of roles in a team, DJ

fits into the role of the implementer. Others such as the manager fit into the role of team

workers. These roles together form a strong, well-organized team structure, and If one

fails to recognize the importance of other roles, the structure is no longer stable. To

avoid this, the DJ and the manager should understand what forms a stable team

structure and gather people who specialize in each role into the team. For example, a

co-producer is needed to provide creative thinking and provide ideas when the DJ is

stuck on creating innovative music(Simms, 2013). Another example would be a DJ’s

agent, who is in charge of finding opportunities for new gigs(Simms, 2013). This role

would fit into the role of resource-investigators in Belbin’s framework of roles. To

balance and have a stable team structure, the manager and the DJ should work

together to create a team that contains people in charge of different roles.

3) Limitations & Conclusion:

Although Alderfer’s ERG Theory and Belbin’s framework of team roles can be applied to

solve these problematic features, limitations exist. If a DJ deems relatedness to be

highly important and more crucial than the other needs, the suggestions above would

be inefficient. The DJ may still be demotivated due to a lack of social time. However, this
highly depends on personal differences, which would not be controllable. Also, Belbin’s

framework may not be sufficient enough for a DJ’s team. For example, a DJ fits into the

role of both implementers and specialists. Thus there is no need for an additional role of

specialist. Moreover, the DJ’s publicist does not fit into Belbin’s framework. While the

framework can help the DJ and the manager to create a stable team structure with

different roles, other roles not mentioned in the framework are also needed due to the

specialization of the music industry and the work of a DJ.

In conclusion, Alderfer’s ERG Theory and Belbin’s framework, though limitations exist,

can significantly mitigate problems that a DJ may face in his/her career, helping the DJ

to avoid demotivation and to build a strong team that allows the DJ to focus on the

music itself.
Reference list:

Sam Wright(2020). How To Stay Motivated As A DJ[Online]. Available from:

https://www.londonsoundacademy.com/blog/how-to-stay-motivated-as-a-dj

[Accessed 6 December 2021].

Sara Simms(2013). Building A DJ Team: The People Behind Successful

Artists[Online]. Available from:

https://djtechtools.com/2013/06/17/building-a-dj-team/

[Accessed 6 December 2021]

 Essay 3

1. Introduction
Disc Jockeys (DJs) are sole proprietors who perform pre-recorded music to live audiences using
various methods such as mixing, cutting and sampling to manipulate music (National Center for
O*NET Development, 2022). The DJ focused in this essay is a start-up DJ exploring their
personal style. Unrealistic goals and negative reviews are factors that can negatively affect the
DJ’s job performance. Therefore, this essay aims to address these challenges and suggest
possible solutions by utilising goal-setting theory and self-efficacy theory.

2. Analysis of Challenges and Solutions

Good performance can be achieved when an individual has necessary motives, abilities and
motivation (Spector, 2009). Specifically, work motivation is a prominent factor of job
performance as it ‘determines the form, direction, intensity and duration of work-related
behaviour’ (Pinder, 1998). Since performance is a product of work motivation and ability, the
primary focus would be on motivation and utilising suitable methods to raise the level of
motivation, assuming the DJ has sufficient ability to produce music. Process Theories can
therefore be used, as it “attempts to explain the process of motivation through identifying the
relationship between the variables which make up motivation” (Yang, 2022). Goal-setting
theory is one example of process theory that aim to predict work behaviour and can be seen as
a motivational technique (Locke & Latham, 1990). Goals such as achieving 10 million following
on social media are unfitting and unrealistic goals of career development for the start-up DJ.
Goal-setting theory is based on the belief that people are motivated based on the targets they
have set for themselves, and can be used to implement adequate goals using four frameworks:
challenging goals, which lead to higher performance compared to uninspiring goals; specific
goals, which leads to a more regulated precise performance; participation, critical with goals
that are challenging and specific; knowledge of results, key as feedbacks of past performance is
motivational (Locke & Latham, 1990). Therefore, the initial target set by the DJ does not meet
the criteria for proper goal-setting. While achieving a high follower count is indeed challenging,
the goal is not specific. It does not utilise the SMART method which implies that specific goals
must be specific, measurable, attainable, realistic and time-related (Locke & Latham, 1990). The
goal is also difficult to participate in since the results are vastly dependent on other individuals
as opposed to the DJ themself. A more suitable goal for the DJ, for example, would be aiming to
perform 10 gigs in the coming month. This goal would be relatively challenging, specific since
the target is fixed, measurable as performance numbers are quantified, attainable because the
DJ has resources and connections, realistic as the goal is not too farfetched, and time-related as
the goal is set within a fixed timeframe. There is also clear participation and knowledge of
results as the DJ has a lot of control to carry out this target and the outcome either achieved or
not achieved. Since people are motivated by their goals, by setting adequate goals using the
goal-setting theory, a higher level of motivation could be achieved, leading to better job
performance (Yang, 2022).

Negative reviews can significantly impact a DJ’s job performance. Specifically, it can decrease
one’s self-efficacy, or ‘a person’s belief in his or her capability to successfully perform a
particular task’ (Bandura, 1977). Research has shown self-efficacy levels can greatly affect job
performance as individuals bring the characteristics developed by their self-efficacy into the
work environment (Judge, 2007). The self-efficacy theory, as a mechanism of operation,
embodies the process of which a person displays a behaviour, thereby influencing an outcome;
efficacy expectation is the conviction of which one can achieve a certain behaviour, and
outcome expectation is the prediction of how a behaviour would result in an outcome
(Bandura, 1977). When closely examined, four foundations of efficacy expectations can be
identified: performance accomplishments, vicarious experience, verbal persuasion, and
emotional arousal (Bandura, 1977). Negative reviews such as, “this mix sounds awful!” can have
detrimental effects on the DJ’s efficacy expectations. Performance accomplishment constitutes
various modes of induction which all fall under the premise that success raises expectations,
and failure lowers them (Bandura, 1977). Arguably, this source of efficacy expectation is the
most powerful as personal experiences serve as a direct source of evidence for an individual,
and thus should be the primary focus for the DJ (Bandura, 1977). Negative reviews are
testimonies of past failures which can reduce performance accomplishments and efficacy
expectations of successful experiences, thereby lowering outcome expectations and outcome
itself, in this case job performance, in the future. The problem can be addressed by exposing
individuals to more successful experiences. This can be accomplished by experimenting with
various methods of mixing etc. or booking more shows to gain personal experience. This
method increases the exposure of performance accomplishments and allows the DJ to
recognise approaches with a positive correlation to success. Though chances of failure still exist,
benefits of success often override past failures since the increase in self-efficacy through
successful experiences drastically reduces the perceived threat of expected failures because
threats of imagined exposure are exaggerated and greater than real encounters (Emmelkamp &
Wessels, 1975; Stern & Marks, 1973; Watson et al., 1973). By experimenting and identifying
successful methods, the DJ raises their personal accomplishments and efficacy expectations.
This can induce positive behaviour such as better willingness to perform and lead to higher
outcome expectations and job performance.
3. Limitations
One limitation of goal-setting theory is individuals may use unethical methods to achieve their
goals (Barsky, 2008). This problem should be noted for the DJ as the music industry is
understood to be corrupted (Negus, 2011). The self-efficacy theory assumes that benefits of
success would outweigh the drawbacks of failures; however, a limitation to account for is the
opposite can occur if failure is experienced too often. Defensive behaviours would thus be
enacted to decrease exposure and performance accomplishment, leading to efficacy
expectations being drastically reduced (Bandura, 1977).

4. Conclusions
In conclusion, job performance can be improved by setting adequate goals using goal-setting
theory and increasing efficacy expectations through the exposure of more experience and
possible successes. This could lead to higher levels of motivation and self-efficacy for the DJ,
thereby improving their job performance.
 References
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Locke, E. A., & Latham, G. P. (1990). A theory of goal setting & task performance. Prentice-
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https://www.onetonline.org/link/details/27-2091.00
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