Impact On Motivation At Times Of Change

Impact On want At measures Of ChangeThis bring focuses on a research topic Impact on want at clock time of trade on individual, on the basis of the theories of Research Methodology for Business.The bring outline of the project contract out coverChapter 1 provides the lynchpinground of the study underlining main objectives, questions and hypothesis of the study.Chapter 2 focuses on general definitions. Models and theories related to require, breaking windership style influencing motivation at time of switch over and consultation process methods and models al deplorable for be reviewed and described.References1.1 BackgroundIn topical times, fundamental laws are marked by constant exchanges taking place in its orientation, strategies and even structural set up. The massageers select to constantly adapt themselves to such changes. This often cause stress on their mindset and affect their work quality. At this juncture it is important to shove a commission any miscon ception or doubts and bring back the trust, which is extremely essential for the organisational success. In order to achieve this, internal intercourse needs to be steady and effective. in that respect is a possibility the motivation in the custody might be restored through successful communicating at heart the government.Information Technology provides some(prenominal) options for this. E-mails, intranets and other innovations help in assembleing the high demand of talk during such time of alteration within the organization (Wojtecki and Peters, 2000). Face to face intercourse also might help a lot to sort out the differences. There have been more or lessly separate studies about loss leadership and grapevine dialogue. tally to McKenna (2000), leadership is an art that can get the optimum work required for the organization. The leader also communicates the organizations goals to his team members. He does not discuss about the parley that is more(prenominal) important between the leader and the team and the effectiveness when such communication occurs in an informal panache that leads to more interaction and hence develops a bond with each employee and all together leads to commitment. Most of the studies so far have interpreted the formal side into consideration. In Contemporary issues in focussing and organizational sort (Peter, Poole and Jones, 2005), the whole cycle of Team-leadership has been portrayed in analyzing group decision- making and learning. Later, a global perspective has been given. jibe to Robert E. Hoskisson, Organisational Structure specifies the firms formal account relationships, procedures, controls, and authority and decision making processes. (Hoskisson, 2008, p.100) This accrues to the basic framework of assigning roles, allocation of imagerys and provides a basis for cooperation, coordination and communication among the organizational hierarchy. (Hoskisson, 2008).Harris and Hartman discuss the problems of Grapevin e. accord to them, it is not a dependable source and cannot provide full information and maybe distorted. (Harris Hartman, 2002). In the article, Heard it through the grapevine for communicating during change, facts and tips by Baxter-Southward, an extensive study has been make about grapevine communication- the negatives and the positives, and how to deal with this in organizations.However the right answer can be provided by a proper survey of the opinions of managers and workers. Whether such communication actually restores the faith and motivation is the area to be explored in this research.1.2 Objectives, research questions and research hypothesesThe objective of this study is to deal with the issue relating to organizational behavior and organizational development. This study is to analyze whether the successful communication by the organization to its employees at the time of change leave alone result in the caused workforce. to boot, the research get out analyze the eff ectiveness of good leadership and managerial as a means to improve productivity, employee job satisfaction and commitment.The core objectives of the study areTo infer the reaction of workforce to organizational change (qualitative and quantitative analysis)To understand the measures normally adopted by the managers under such features (qualitative analysis from the questions asked during survey).To find out whether communication within the organization help in motivating workers (quantitative analysis).Based on objectives, conceptualizing structure for this research has been developed. The main variables are evidently showed through logical analysis in the structure. Based on this structure, the null and alternative hypotheses are developed as the followingsThe reaction of the workforce is positive or negative at the time of changeManagers can or cannot influence the motivation and hence the productivity of employees.Successful internal communication affects or does not affects t he motivation within workforce at times of change.1.3 ScopeChange is inevitable. Whether an employee is at the top or the bottom of an organization, one thing employee can count on in the future is that at that place will be change. In this turbulent environment it is important for the managers to react quickly. Motivation of employees at the time of change via successful communication will be described. Moreover, it will be analyzed whether communication can or cannot bring a motivated workforce. Further more, the current research will be focused on essence of good leaders in motivating employees and increasing productivity..2.1 Change and Change ManagementSuccess is not on the dot for survival it must be achieved in a world of intense competition, continued globalization, and rapid technology change (Schermerhorn, 1996). Currently change has become the contribution and parcel of every organization to predict future trends and to forecast the changes that need to be encountered . Change is an ongoing process in every organization and for the organization to be successful and survive in a dynamic environment, it is important to have effective management of human resources(Mullin, 2005).People are the major resource of any organization (MULLINS, 2005). The efficiency of staff, their commitment towards the aims of the organization, and the aptitudes and attitudes they bring to stand on the quality of service offered will undoubtedly affect the overall success of an organization (MULLINS, 2005)So in order to achieve success, it is vital for the organization to develop communication processes, motivation processes and a working environment that will help to agree that individuals will deliver results in accordance with expectations of management.2.1.1 Core Principals that revolves around changeAccording to Bernstein (2003) over 70 % of all organizational change efforts fail to meet expectation and delivered planned results. Before implementing change in an or ganization it is very important for the leader to understand the difference between the change and the transition process. Additionally, a leader should keep in mind that the success of change implementation process is a let out driver of how organization will deal with changes, how changes are directed and administered by the leader.According to Barons Greenberg (1990) there several principals about changePeople perception about changeIndividual barriers to changeEconomic danger worship to UnknownThreats to social relationshipHabitsFailure to recognize need for changeAdditionally Barons Greenberg (1990) listed the following organization barriers to changeStructural inertia rick group inertiaThreat to existing balance of powerPreviously unsuccessful change effortsAccording to Bennis, Benne, Chin, R. (1985) there are several key drivers to changeNature of workforceCompetitionTechnologyEconomic ShocksChanging social trendsWorld politics2.1.2 subjects of changeFig1 Types of changes Ackerman (1997) has distinguished between three types of changeType of ChangeDescriptionDevelopmentalPlanned or emergent incremental. It is change that enhances or corrects existing aspects of an organization, often focusing on the improvement of a skill or process.TransitionalEpisodic, planned, seeks to achieve a known desired state that is opposite from the existing one. It is and second order.TransformationalRadical or second order in nature. It requires a shift in assumptions made by the organization and its members. origin http//rmc.library.cornell.edu/EAD/htmldocs/RMM06299.html2.1.3 Organization Change Management ModelKurt Lewin proposed a three stage supposition of change commonly referred to as Unfreeze, Change, Freeze (or Refreeze). conjecture was originally presented in 1947, but the Kurt Lewin model is still extremely relevant.UnfreezingChangingRefreezingFig 2 Stages in Change ProcessStagesDescriptionUnfreezingOld ideas and practices need to be cast aside so that new o ne can be learned.Changing in the altogether ideas and practices are learned. This involves helping an employee think reasons and perform in new ways.RefreezingIt means what ever has been learned is integrated into actual practice.Source http//www.change-management-coach.com/kurt_lewin.htmlBased on hay (2002) research of the most effective and commonly applied change, most change management processes contain the following three coursesPreparing for change (Preparation, assessment and strategy development)Managing change (Detailed planning and change management implementation)Reinforcing change (Data gathering, corrective action and recognition)(Shown in figure 3)Fig 3 Change management process phasesSource http//www.change-management.com/tutorial-change-process-detailed.htm2.1.4 Phases in change ProcessPeople perceive change processes in seven typical stages (IPA, 2001).For successful implementation of change processes, it is important for managers to analyze that in which phase th ey can anticipate what type of troubles and situations. The seven stages areShock and SurpriseDenial and RefusalRational UnderstandingEmotional sufferanceExercises and LearningRealization desegregationMainly flourishing organizations are those that are able to alter themselves to new environment rapidly. This requires planned learning and training processes that lead to better organizational efficiency. In an ideal world, employees are able to reflect their own behavior in relation to the organizational context (e.g. processes, products, resources, customers).Fig 4 Perceived Competence vs. TimeSource http//hr-horizons.blogspot.com/Fig 5 Description of PhasesPhaseDescriptionShock and SurpriseConfrontation with unexpected situations. This can happen by accident (e.g. losings in particular business units) or planned events (e.g. workshops for personal development and team performance improvement). These situations make pack realize that their own patterns of doing things are not suit able for new conditions any more. Thus, their perceived own competence decreases.Denial and RefusalPeople activate values as support for their conviction that change is not necessary. Hence, they believe there is no need for change their perceived competency increases again.Rational UnderstandingPeople realize the need for change. According to this insight, their perceived competence decreases again. People focus on conclusion short term solutions, thus they only cure symptoms. There is no willingness to change own patterns of behavior.Emotional AcceptanceThis phase, which is also called crisis is the most important one. Only if management succeeds to create willingness for changing values, beliefs, and behaviors, the organization will be able to exploit their real potentials. In the worst outcome, however, change processes will be stopped or slowed down here.Exercising and LearningThe new acceptance of change creates a new willingness for learning. People runner to try new beh aviors and processes. They will experience success and failure during this phase. It is the change managers task to create some early wins (e.g. by starting with easier projects). This will lead to an increase in quite a littles perceived own competence.Realization.People gather more information by learning and exercising. This knowledge has a feedback-effect. People understand which behavior is effective in which situation. This, in turn, opens up their minds for new experiences. These extended patterns of behavior increase organizational flexibility. Perceived competency has reached a higher level than prior to change.IntegrationPeople only integrate their newly acquired patterns of thinking and acting. The new behaviors become routine.Source CA Carnall 2007 Managing Change in Organization Pearson Education2.1.5 protection to ChangeFig 6 Resistance to changeResistance to change consists of any employee behavior designed to discredit, delay or prevent the implementation of wo rk change. According to Kotter (1996) resistance to change is the action taken by individuals and groups when they perceive that a change that is occurring as a threat to them. Most of actions that are taken to manage change fail due to improper planning and implementation (Coriat, 2002).There are three different types of resistance among employees (Newstrom Davis, 1993)1. Logical Resistance2. mental Resistance3. Sociological ResistanceFig 7 Types of ResistanceType of resistanceDescriptionLogical ResistanceTime required to adjust supererogatory effort to relearnPossibility of less desirable conditionEconomic cost of changeQuestioned technical feasibility of changePsychological ResistanceFear to unknownLow perimeter of changeDislike of management or other change agentLack of trust in othersNeed for auspicesSociological resistancepolitical coalitionsopposing group valuesParochial, narrow outlookVested interestDesired to retain existing friendshipSource http//www.cipd.co.uk/subject s/corpstrtgy/changemmt/chngmgmt.htmAccording to Kotter Schlesinger (1979) there are four main reasons people in an organization resist changeParochial self interestMisunderstandingLow tolerance to changeDifferent assessment of the situationsFig 8 Reasons for changeReason for ChangeDescriptionParochial self interestPeople are more concerned about the effect of change on themselves rather than its consequences on the success of business.MisunderstandingCommunicationInadequate informationLow tolerance to changePeople are more interested in doing one kind of work because of security and stability in their work.Different assessment of the situationsDifferent people have different opinion for the reason for change. Some consider it as advantageous and others disadvantageous.Source http//www.value groundmanagement.net/methods_kotter_change_approaches.htmlKotter Schlesinger (1979) suggested ways to deal with the changesEducation and communication intimacy and elaboratenessFacilitation an d supportNegotiation and SupportManipulation and co-option diaphanous and Implicit coercionFig 9 Reasons for overcoming resistance to changeReasons for OvercomingDescriptionEducation and communicationEducate people about the change effort in advance by giving them trainings so they can understand the logic behind the change.Participation and involvementWhen employees are actively involved in the change they are most likely to buy into change rather than resist them.Facilitation and supportWhen people are trying to adjust with the situation, managers plays an important role by giving employees full support they require during the transition period.Negotiation and SupportWhen someone escaped out into change the managers can combat resistance by offering incentives to employees so that they do not resist changing.Manipulation and co-optionIt involves the patronizing apparent motion in bringing a person into a change management planning group just for sake of appearance rather than su bstantive contribution.Explicit and Implicit coercionManagers can implicitly and explicitly force employee to accept change by making them clear that resisting changing can lead to losing jobs.Sourcehttp//www.valuebasedmanagement.net/methods_kotter_change_approaches.html2.2 MotivationThe level of performance of employees relies not only on their actual skills but also on the level of motivation each person exhibits (Burney et al., 2007). Motivation is an inner drive or an external inducement to behave in some particular way, typically a way that will lead to rewards (Dessler, 1978). Over-achieving, skilful employees are the driving force of all firms so it is essential that organizations strive to motivate and hold on to the best employees (Harrington, 2003). In a turbulent environment where changes take place very often, therefore it becomes important for managers to analyze the level of motivation of each employee.Every individual have their own set of reasons to get motivated. S ome individuals are motivated by financial factors while others are motivated by non financial factors illustrated in look 10. Motivation can be classified as external or internal motivation. Finishing deadline on time is an example of external motivation. The fear of loosing a job in case of uncompleted task is an example of internal motivation. Both the external and internal motivation is equally powerful. class 10 Financial Non financial motivatorsThe four most powerful type of motivation that can influence an individual are listed belowFigure 11 Types of motivationType of MotivationDescription essential motivationSatisfaction in the work itself (pleasure, stimulation, learning etc)Extrinsic motivationRewards for doing the work (money, promotion, perks etc)Personal motivationIndividual values (a love of knowledge, power, security, self-expression etc)Interpersonal motivationThe influence of other people (competition, collaboration, commitments etc)Human beings are complex in na ture, and are usually motivated by a combination of four elements. Figure 11 illustrates 4 types of motivation, which come together to produce four key areas for the managers to focus on when trying to motivate their employees.Figure 11 Four key elements of motivationSource http//www.wishfulthinking.co.uk/2009/02/11/motivation-during-a-recession/2.2.1 Major Theories of MotivationMotivation is not only in a single direction i.e. downwards. In the present scenario, where the workforce is more informed, more aware, more educated and goal oriented, the role of motivation has left the boundaries of the hierarchy of management. The Figure below shows the major theories of motivation that can be applied in the working environment as well on the employees to see the impact of motivation on the organization as a whole.Figure 12 Theories of Motivation2.2.1.1 Need ApproachesMaslows Hierarchy of NeedsFigure 13 Shows Maslows Hierarchy of NeedsBy applying Maslows theory of motivation, modern lea ders and managers find way of employee motivation for the reason of worker and workforce management. According to Maslow the humans are motivated by unsatisfied needs and the needs which are at low level should be satisfied initially and then the higher order need should be looked upon. As given in Figure 13 there are five general needs of the humans that should be satisfied before the human start behaving unselfishly. Therefore, in a real work time scenario it becomes important for the leader to understand which needs is currently active for an individual employee motivation.Alderfers ERG TheoryFigure 14 Clayton Alderfers ERG Theory NeedsSourcehttp//www.envisionsoftware.com/es_img/Alderfer_ERG_Theory.gifAccording to ERG theory, leaders must identify that employees have multiple desires to satisfy at the same time. In addition, if the employee is not given enough chance for development, the employee can go back to relatedness needs. So it becomes important for the managers to recogn ize this situation so that deliberate steps can be taken on relatedness needs until the employee is able to follow the way towards growth again.Herzbergs Two Factor TheoryFigure 15 Hygiene and Motivation FactorsSourcehttp//www.biomedcentral.com/content/figures/1472-6920-9-49-1.jpgThe psychologist Fredrick Herzberg asked the questions from employees in the year 1950s and 60s for understanding employee satisfaction. The results of its finding revealed that there are some factors of a job which are constantly connected to job satisfaction, while dissimilar factors are linked with job dissatisfaction. The hygienics and motivation factors are illustrated in Figure 15.To apply Herzbergs theory, managers need to take up a two stage process to motivate people. Firstly, managers need stub out the dissatisfactions the employees are experiencing and, secondly, managers need to help them find satisfaction.McClellands Learned Needs TheoryMcClelland theory of human motivation also known as three need theory or learned theory, segments the needs as followNeed for achievementNeed for powerNeed for affiliationEach of these needs will differ from one person to another. If the manager is able to recognize the significance of each of these needs to an individual, it will help the managers to determine how an individual can be influenced.Summary of Need ApproachesFigure 16 Comparison of Need Theories2.2.1.2 Cognitive ApproachExpectancy TheoryFigure 17 Expectancy TheoryAccording to expectancy theory, every person has their own set of different goals and they can be motivated if they have certain level of expectation. Vrooms expectancy theory is based on three variables i.e. valence, expectancy and Instrumentality valances.Figure 18 Valence, Expectancy InstrumentalityEquity Theory/ Social Comparison TheoryFigure 18 Equity TheorySource http//www.businessballs.com/adamsequitytheory.htmEquity theory states that employee always tend to compare the situation (Outcomes) they get while wo rking in relation to what they invested (Inputs). Additionally they also willing to compare what are the ratio between what they get from what they put in. Moreover people also attempt to compare their input and outputs with their coworkers as illustrated in Figure 19.Figure 19 Equity ComparisonSource http//www.businessballs.com/adamsequitytheory.htmGoal Setting Theory of MotivationFigure 20 Goal TheorySource http//faculty.washington.edu/janegf/goalsetting.htmlThis theory aims to recognize the kind of goals that are most competent in producing high level of motivation among the workers. Moreover, if employees have goals to aim for, under this circumstance the employee will perform better.Therefore it becomes important for the managers to analyze which goals can motivate which employee. In order for the managers to understand while setting goals for the individual, the managers should set the goals that are agnize (not vague) and understandableChallengingAchievable.2.2.1.3 Reinforcem ent TheoryReinforcement theory of motivation overlooks the internal state of individual, i.e., the inner feelings and drives of individuals are ignored by Skinner. This theory focuses totally on what happens to an individual when some actions are taken. External environment of the organization must be designed effectively and positively so as to motivate the employee. This theory is a strong tool for analyzing controlling mechanism for individuals conduct.Figure 21 Types of ReinforcementTypes of ReinforcementDescriptionPositive reenforcementThis implies giving a positive response when an individual shows positive and required behavior.Negative reinforcementThis implies rewarding an employee by removing negative / undesirable consequences. Both positive and negative reinforcement can be used for increasing desirable / required behaviour.ExtinctionIt implies absence of reinforcements. In other words, extinction implies lowering the probability of undesired behaviour by removing rewa rd for that kind of behaviour. Extinction may unintentionally lower desirable behaviourPunishmentIt implies removing positive consequences so as to lower the probability of repeating undesirable behaviour in future. In other words, punishment means applying undesirable consequence for showing undesirable behaviour.Source http//www.managementstudyguide.com/reinforcement-theory-motivation.htm2.3 Leadership call and CommunicationLeadership style is the manner and approach of providing direction, implementing plans, and motivating people (Kurt Lewin,1939). Leadership Style influences the level of motivation of employees. Different Leaders have different style for managing the employees working under them. Fig explains the style of leadership influencing the motivation of employees.Figure 22 Leadership Style Vs motivationSource http//www.motivation-tools.com/workplace/leadership_styles.htmThere have been mostly separate studies about leadership and grapevine communication. According to McKenna (2000), leadership is an art that can get the optimum work required for the organization. The leader also communicates the organizations goals to his team members. He does not discuss about the communication that is more important between the leader and the team and the effectiveness when such communication occurs in an informal way that leads to more interaction and hence develops a bond with each employee and all together leads to commitment and motivation.