With constant change and demand, it is extremely challenging for organizations to figure out how to improve performance. For organizations to stay afloat they must depend on all who are a part of the organization. The purpose of this paper is to provide a summary of the Improving Organizational Performance simulation, to briefly describe the situation, recommend solution (s), state the results, and summarize the organizational psychology concepts addressed in the simulation by answering specific questions.
“Improving Organizational Performance” simulation was based on Airdevils, a professional aerial stunts firm who provides services for motion picture and television production, demonstration events, publicity stunts, and marketing campaigns. Airdevils is an organization based in Salt Lake City, Utah founded by Celsey Evan in 1995. She started the company solo and was joined by four of her colleagues a year later. Today there are 115 employees on the payroll. The five founding team members are now retired and manage the organization. The types of stunts Airdevils perform include: skydiving, sky surfing, hang gliding, and paragliding. Until two years ago Airdevils has received numerous national and international awards for their daring aerial stunts. The past two years have yielded no awards for the organization. Faithful clients have expressed dissatisfaction with the quality of stunts. In addition, several top employees have resigned and, to complicate matters, job satisfaction is low. This has raised concerns for Celsey Evans, founder and owner of the business. She made decisions to seek ways to identify the cause of the low satisfaction among the stunt performers by initiating a Job Description Index (JDI) survey among employees. My job, as an organizational psychologist, working at Dream Teamworks, is to determine the cause of the low satisfaction and implement solutions to alleviate the problems or cause of the problems, which could become detrimental to Airdevils’ future. (University of Phoenix simulation, 2012).

There were four major phases to the simulation. The first phase was to determine the primary cause of the low job satisfaction among the stunt performers. Based on Airdevils’ job profile, there are 75 stunt performers, which were 75% of the workforce. The JDI overview also provided data analysis of employee’s perspectives on management, and their work, pay, promotion, opportunities, and coworkers. There were facts and information to go by to assist with analyzing and understanding the situation around the business, such as, blogs that would provide a window in viewing comments made by employees at Airdevils. The second phase was to advocate on applicable interventions that would improve the job satisfaction levels. The situation clearly defined that employees were dissatisfied and felt the organization was inflexible and rigid in ways that limit them to showcase their stunts or develop or train to new stunts. So the goal is to understand what could be done to meet the needs of the employees were to point that the business is in fact flexible and attentive to their needs. The third phase was to select and promote a consultancy group to help out with improving overall organizational performance. Lastly,