Motivation and commitment

With fear instilled in the mind of the employees, the motivation and commitment of the employees will not be able to maximize. As they are constantly living in fear, their mind will not be able to concentrate on their work. Fear for the unknown also caused alienation of employees with the management. Employees are uncertain of their future and with the management’s policy. The employees do not understand what is happening and the reason for changes within the organisation.

To reduce the low motivation and commitment in employees during such restructuring, management should let the employees know where they stand and the details of what is going on. Employee participation should be encouraged to give everyone a sense of ownership during change. As confidence is being infused into the people, the barrier of alienation will be removed.

In Facilitating change and empowering employees, Journal of Change Management, Jun 2002 (by Joffe M. ; Glynn S.), it was describes how one organisation involved all its employees in recognising and prioritising issues needing attention to improve productivity and retention, and to make their organisation a great place to work’. It coincided with the introduction of a new technology that enabled scientists to define more efficient, and cost effective ways to translate genetic information into targets that facilitate the development of medicines. This technology fundamentally affected the role of the scientist and their motivation.

The change initiative was borne from discussion of quality circles and continuous improvement, and a desire to involve employees in their workplace culture. It continued to evolve as the team became more experienced and enjoyed the responsibility of empowerment. A team of employees led the initiative – they designed and analysed quarterly web surveys that collected views and tracked changes each quarter, and suggested and often led change implementation activities. Results show changes in a positive direction and the Centre facing issues it previously either ignored or did not know were impacting morale and productivity.

Almost 90 per cent of the Centre is actively involved in the initiative either through participating in the survey and or contributing to the development of the survey and solutions. The scope for and nature of employee involvement and performance During restructuring of the organisation, many routines and habits will be disrupted. People are creatures of habit, and replied on the routines and habits as a form of programmed responses to cope with the daily life’s complexity. People will be feeling upset when the old ways of doing things cannot be followed thus performance will be affected.

Employees will then suffer from a loss of confidence and feel incapable of performing well under the new way of doing thing. Usually with restructuring, employees are given a wider job scope. As such, they may be unable to handle the change physically and mentally. To counter, management should use non-directive counselling. Non-threatening discussion can help to facilitate voluntary acceptance of the change. Managers can also reward employees who contributed to the successful introduction of change.

People trust their leaders’ actions, not their words. If words and actions are consistent, then a manager’s credibility will be high. Rewarding can thus be used as reinforcement for any significant movement in the right direction. In The impact of change on performance, Journal of Change Management, Dec 2001 (by Rieley J. B. ; Clarkson I. ), it was mentioned that Organisations today are under siege from a variety of areas, but perhaps the one that has created the largest impact is the need to improve performance.

When all organisations are faced with absorbing change at an ever-increasing rate, the ability to improve performance while undergoing change is critical to long-term success. In order to increase one’s ability to be effective in this effort, an organisation needs to look at several interrelated dynamics, including: How employees make the connection between what they do, and how they do it; the clarity of understanding around principles and organisational values; understanding the fact that structure drives behaviour; and planning by outcomes.

This paper outlines how these dynamics interrelate, as well as how to help ensure that your organisation can realise its performance potential while undergoing change. The nature of and channels for communication When the purpose of the change is not made clear, resistance due to poor communication may develop. Those affected by change must know why a change is being made and how they will be affected. Rumours develop around inadequately explained changes.

It is also easier for those already resisting the change to concoct or spread disinformation, especially when there are no concrete facts circulated to counter rumours and disinformation. Similarly, the management should communicate openly and honestly to the employees in order to gain the trust. They should give advance notice for the change and provide suffice details regarding the change. Research shows that communication can help to reduce fear for the unknown Change is constant in business. It is increasingly recognised that internal communication plays a role in helping employees deal with change.

But how effective is it? The evidence available to date suggests that internal communication has a dismal track record. It was argued that this is because most internal communication does not get measured and so does not get done. Case studies are used to show that where measurement has been part of the plan, the effectiveness of internal communications in change management can be proven (Measuring the effectiveness of change – The role of internal communication in change management by Harkness J. ) Formal and informal relationships/ Power and Status

During a change, there will be redistribution of decision-making authority, which can threaten long-established power relationship within the organization. The introduction of participative decision-making or autonomous work teams is the kind of change that is often seen as threatening to supervisors and middle managers.

When the change threatens to modify established patterns of working relationships between people, they will resist the change. Management, if possible, should try to guarantees that employees will not be disadvantaged. For example, an organization may guarantee employees the same pay, benefit or status quo if not better after the change.

Reference

Stephen P. Robbin, Bruce Millet, Ron Cacioppe, Terry Waters Marsh (1998) Organisational Behaviour 2nd Edition Prentice Hall Jeffrey N. Lowenthal (1994) Re-engineering the Organisation ASQC Quality Press Joseph E. Champoux (2000) Organisational Behaviour South Western College Publishing Adrian Thornhill, Phil Lewis, Mike Millmore, Mark Saunders (2000) Managing Change Prentice Hall Raymond J. Stone (2002) Human Resource Management 4th Edition John Wiley & Sons Australia Ltd.