MANAGING MOTIVATION AND CHANGE 4
ManagingMotivation and Change
ManagingMotivation and Change
Lowmorale of employees affects the staff performance and productionlevels of an organization. To improve or change the attitude of astaff member with low morale, the management can use administrative,financial and non-financial techniques. The management uses humantechniques of talking and understanding the particular staff member.The humanistic approach targets to know the causes of the low moraleand the possible solutions, so that the problem does not affect otheremployees (Schermerhorn et al, 2011). Managers also use job rotationto change the schedule of employees and improve their morale. Inaddition, managers can give vacation or time-offs in order to allowemployees to relax. This works effectively if work overload isdetermined to be the cause of low staff morale in the workplace.
Inaddition, managers use financial techniques to improve the attitudesof a staff member with low morale. One of the main techniques is toincrease the compensation of such an employee so that he or she canview the job as a worthwhile experience (Bowles & Cooper, 2009).In addition, managers use commissions or bonuses to motivateemployees and eventually change their attitude towards the job.According to Bowles and Cooper (2009), this is mostly applied whenthe management has ascertained that the staff morale is low becauseof their compensation. Moreover, managers use other financialtechniques like gifts to motivate the employees. The management alsoprovides cash rewards to top performers in order to motivate them towork, and avoid situations of staff with low morale.
Duringmy internship at a mid-level company, I experienced these techniquesin use by the managers at the firm. The department managers regularlygave evaluations to employees to determine their level of morale andindirectly sought to establish those affected. The managers also gavepaid vacations and holidays to employees who were found to have lowmorale. They also implemented controlled pay rises and promotions,especially to employees who felt overworked and deserving to getpromotions. At the firm, managers regularly talked to employees inorder to resolve problems that relates to each of the individuals inthe company.
Atone time, the management at the company presented us with aprocedural change of posting people to positions where they workedbest. The plan was supposed to help employees to increase their levelof job appreciation. To implement the change, the managers firstreviewed the job allocation through questionnaires to determine themorale of employees. They later informed each of the employees inperson about the change to get their consent. After this step, themanagement went to implement the job rotation. The change wassuccessful and it impacted positively on morale and productivity.This is because the change shifted employees from workstations theyfound difficult working in situations where their productivity washigh.
IfI was implementing the changes in the organization, I would take moretime to implement the process in order to allow members of staff tohandle fear and uncertainties of change. The management did not giveall staff that space, especially the lowly ranked employee. To dothis, managers should educate employees on the expected change andinform them of the expected changes (Schermerhorn et al, 2011). Inadditions managers should get the views of the employees about theupcoming change, and consider them in the process. This will reducethe uncertainties and fears that are expected with the organizationalor procedural change. It will also improve the morale of employees inthe process of the upcoming change in an organization.
Bowles,D., & Cooper, C.L. (2009). EmployeeMorale:Driving Performance in Challenging Times.London: Palgrave Macmillan
Schermerhorn,J.R., N. Osborn, R.N, & Bien, M. (2011). OrganizationalBehavior.New York: John Wiley & Sons