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DISSERTATION
Impact of Change management on motivation
of employees
Student ID: 37900
Supervisor: Mr Dinesh Krishnan
MBA Innovative Management
Group H
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ABSTRACT
The globalisation of businesses and the advancement of informationtechnologies have brought changes that are reshaping the world ofwork.Change is concerned with shifting from one stage to another or breaksdown existing structures and create new one (Chonko 2004) . The causes ofchange might be technology, communication, general instability, mergers,
reengineering organizational growth or by institutional and market volatility.But it requires quite attention to control the situation because of variety of
impacts on employees. Literature reveals that, change is a source of feeling of
threats, uncertainty, frustration, alienation, and anxiety (Ashford, 1998).. Theyalter the way business is done, the way employees behave and the way
managers manage their employees. Motivating and to retaining employees havebecome an important and complex task for the managers. The key to performin g
this task well is to find out more about the factors that motivate employees.
Changes can be either expected or unexpected but nowadays change is a permanent phenomenon. Change management itself should contain thoughtful
evaluation, planning, sensitive implementation, monitoring and consultation andabove all involvement of the people affected by the changes. Change has to be
realistic, achievable and somehow measurable. Some indicators for su ccess ofeach step in the change process should be established before commencing. This
enables evaluation of each step and makes progress visible. People cannot beforced to change. Management has a responsibility to manage change; it is not
the employees responsibility. Their responsibility is to do their best during the
change process. The fact is that management heavily influences an
organisation's culture, and can do so positively and/or negatively. The wayemployees handle change is different for ever y person and depends on a wide
variety of factors (age, health, personality, motivation, experience of changes).Different people, different changes and different phases of change should be
managed in different ways. Respect, support and make good use of i ndividualdifferences. The most important thing for management is to be present and
show that they are also part of the change process. If they understand thedirection, and their part in making the desired outcomes happen, they caneffectively contribute more.
The study aims to establish the correlation between management and motivation
of employees. To have a sound human resource man agement strategy thatattracts, retains and motivates the valuable employees, it is important that the
managers find out what the employees are looking for from their jobs. Thecompany should constantly assess the employees motivation levels a nd also
what they need, want or expect from their work.This study used a questionnaire comprising motivation questions based on
Lindner's ten motivational factors and Nelson's ten things to do to motivate
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today's employees, in order to test the motivational level of the employees at
Sasol's Poplypropolene Business. After being validated by appropriate statisticalmethods, the results show that there is a correlation between management andemployee motivation. The results are critically discussed in terms of each
motivational factors. The Key to motivating employees and managing them in
ways that lead to productivity, innovation and organisational effectiveness is tounderstand how to motivate them.
CHAPTER 1
INTRODUCTION
In this chapter an introduction will be presented on the topic of motivation from
a managerial perspective focusing on change management. The backgroundlays the foundation for the problem discussion where we will discuss the
problems we discovered in our research area. This will direct us to our overall
purpose and research questions including delimitation. Finally, we will presentan overview of the entire thesis.
1.1RESEARCH BACKGROUNDThe world is going through an enormous change. Globalisation of businesses isIncreasing and information technologies are advancin g (Dckel, 2003:5). These
major changes are reshaping our world significantly, for better and for worse(Kreitner, 2004:78). They lead to changes in the way business is done, the way
employees behave and the way managers manage their employees. Forcompanies to remain successful, they are required to adapt to these changes
(Vercueil, 2001:1). The changes that are reshaping the world have altered theway organisations operate and have also led to changes in employeecharacteristics (Robbins, 2000:21). Although many theorists believe the changesin the world of work have brought advantages, several believe that the changes
have different and disparate impacts on the employees (Davenport, 1997;Drucker, 1998 in Vercueil, 2001:1). However, in contrast with the traditional
way of managing, where the structures and the systems were predefined, thenew workplace seeks to balance whatever is important for the company and its
strategies with whatever is important for the indiv idual employees regardingtheir life strategies (Trompenaars & Woollimas, 2005:378). Management in
todays world is about management in times of rapid change (Robbins, 2000:3).In todays world, the biggest task of the human-resource manager is to motivateand retain employees. Motivation is a companys life -blood (Sharma, 2006:i). A
wellmanaged company can motivate and retain its employees and hence has the
following competitive advantages: reduced turnover; an in crease in productivity; reduced absenteeism; increased revenue; and improved
performance. However, managers tend to assume that they know what theemployees want from their work. This assumption can lead managers into
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making mistakes while trying to motivate their employees (Simons & Enz,
2006). This study is thus an attempt to help managers to understand the factorsthat motivate their employees to perform to the best of their ability. Motivationis the force that makes people choose a particular job, stay with that job, and
work hard in that job. The early approaches to studying motivation focused on
the different needs of people. These approaches suggested that people tend to bemotivated to fulfil unsatisfied needs. In other words, people exert efforts hoping
that their needs will be satisfied. Other approaches to studying motivationtended to focus more on goal setting by employees. More recent approaches are
concerned more with long-term goals, a sense of fairness, and the employeesvalues, or in other words, what the employees perceive as important. Employees
are not simply need-based. They interpret work based on their lives, theircultural values, their levels of success, and the levels of satisfactionthat they have already achieved (Simons & Enz, 2006). Since the 1930s, work
motivation has been of interest to the industrial/organisational psychologists,
stimulated mainly by the famous Hawthorne studies, and followed by studies byVroom, Herzberg, Bandura, Skinner and many more. However, the study andunderstanding of work motivation is far from complete (Locke & Latham,
2004:388).The aim of this study is to help organisations to adapt to changes in the world of
work with the aid of the existing motivation theories.
1.2Problem discussion:-Organizational or individual achievement is not accomplished when motivation
is used to manipulate and control individuals. In 1920 research on motivationincreased among researchers and certain motivational factors were of greaterimportance than others. Today other factors are of significance due toenvironmental changes at the workplace. (Wiley, 1997) Although, motivationhas been studied for almost a century it still remains in the heart of modern parenting, teaching and stimulating effort on the job. Over 500 articles are
published annually in mainline business journals and 400 in mainstreamacademic journals. Employees who knows that they will be rewarded for
something at work has to question themselves whether it is worth doing andthose who desire the reward will perform as stimulated. This demonstrates that
the desired behavior organizations want employees to perform is acc omplishedthrough manipulation and everybody knows it. (Marcum, 2000)
Organizations all have different key qualities which form the personality of theorganization which employees want to belong to and in order to be successfulthe organizations need to maintain the values which brought the employees to
the organization. A part of the success is to recruit people who are motivated byinner drivers and want to be part of the organization. In order for employees to
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remain in the organization managers have to communicate, trust and respect,
and give gratitude to their employees. (Owen, 2005) Today it is important tomaximize the engagement and motivation of employees to the organizationthrough assessment, regular feedback, ongoing support and experience -based
initiatives. Organizations might perceive motivation as a strategic issue since it
impact directly on organizational cost, productivity and business performance.There are two major impacts that the information era has had on approaches to
motivation in companies. Firstly, automation of the routine administrative tasks
has taken place. Companies are introducing intranet -based personnel record
systems into which employees enter their own data, which can then be
processed automatically. Since this reduces the interactions between managers
and the employees, it could endanger relationships and have a negative effect on
employee motivation. However, the automation of administrative tasks does
speed up the way of doing things in companies. The second impact of t he
information era has been the creation of a new business culture.
Managers discuss how to motivate their employees in order to increaseproductivity as well as the moral at the workplace . Bhagat & Kashlak, 2005, p.
418), but it can also be defined as the processes
that count for an individuals intensity, direction, and persistence of effort
toward attaining a goal (Robbins, 2005, p. 170.The information era has given
rise to the establishment of long-term partnerships between manufacturers,
retailers, distributors and other firms in the supply chain. To keep everyone in
business, firms are more motivated and committed to teamwork and information
sharing (Whiteley, 2002) 2.1.3 Role of manager in motivating employees
According to Bassett-Jones & Lloyd (2005) There are two major impacts that
the information era has had on approaches to motivation in companies. Firstly,
automation of the routine administrative tasks has taken place. Companies are
introducing intranet-based personnel record systems into which employees enter
their own data, which can then be processed automatically. Since this reduces
the interactions between managers and the employees, it could endanger
relationships and have a negative effect on employee motivation. However, the
automation of administrative tasks does speed up the way of doing things incompanies. The second impact of the information era has been the creation of a
new business culture. The information era has given rise to the establishment of
long-term partnerships between manufacturers, retailers, distributors and other
firms in the supply chain. To keep everyone in business, firms are more
motivated and committed to teamwork and information sharing (Whiteley,
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2002) 2.1.3 Role of manager in motivating employees According to Bassett-
Jones & Lloyd (2005).
There are two major impacts that the information era has had on approaches to
motivation in companies. Firstly, automation of the routine administrative tasks
has taken place. Companies are introducing intranet -based personnel recordsystems into which employees enter their own data, which can then be
processed automatically. Since this reduces the interactions between managers
and the employees, it could endanger relationships and have a negative effect on
employee motivation. However, the automation of administrative tasks does
speed up the way of doing things in companies. The second impact of the
information era has been the creation of a new business culture. The
information era has given rise to the establishment of long-term partnerships
between manufacturers, retailers, distributors and other firms in the supply
chain. To keep everyone in business, firms are more motivated and committed
to teamwork and information sharing (Whiteley, 2002) 2.1.3 Role of manager in
motivating employees According to Bassett-Jones & Lloyd (2005) There are
two major impacts that the information era has had on approaches to motivation
in companies. Firstly, automation of the routine administrative tasks has taken
place. Companies are introducing intranet-based personnel record systems into
which employees enter their own data, which can then be processed
automatically. Since this reduces the interactions between managers and the
employees, it could endanger relationships and have a negative effe ct onemployee motivation. However, the automation of administrative tasks does
speed up the way of doing things in companies. The second impact of the
information era has been the creation of a new business culture. The
information era has given rise to the establishment of long-term partnerships
between manufacturers, retailers, distributors and other firms in the supply
chain. To keep everyone in business, firms are more motivated and committed
to teamwork and information sharing (Whiteley, 2002) 2.1.3 R ole of manager in
motivating employees According to Bassett -Jones & Lloyd (2005)
There are two major impacts that the information era has had on approaches to
motivation in companies. Firstly, automation of the routine administrative tasks
has taken place. Companies are introducing intranet-based personnel record
systems into which employees enter their own data, which can then be
processed automatically. Since this reduces the interactions between managers
and the employees, it could endanger relationships and have a negative effect on
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employee motivation. However, the automation of administrative tasks does
speed up the way of doing things in companies. The second impact of the
information era has been the creation of a new business culture. The
information era has given rise to the establishment of long-term partnerships
between manufacturers, retailers, distributors and other firms in the supplychain. To keep everyone in business, firms are more motivated and committed
to teamwork and information sharing (Whiteley, 2002) 2.1.3 Role of manager in
motivating employees According to Bassett -Jones & Lloyd (2005).
1.3 Purpose & Research questions
There are two major impacts that the information era has had on approaches to
motivation in companies. Firstly, automation of the routine administrative tasks
has taken place. Companies are introducing intranet -based personnel recordsystems into which employees enter their own data, which can then be
processed automatically. Since this reduces the interactions between managers
and the employees, it could endanger relationships and have a negative effect on
employee motivation. However, the automation of administrative tasks does
speed up the way of doing things in companies. The second impact of the
information era has been the creation of a new business culture. The
information era has given rise to the establishment of long-term partnerships
between manufacturers, retailers, distributors and other firms in the supply
chain. To keep everyone in business, firms are more motivated and committedto teamwork and information sharing (Whiteley, 2002) 2.1.3 Role of manager in
motivating employees According to Bassett -Jones & Lloyd (2005). There are
two major impacts that the information era has had on approaches to motivation
in companies. Firstly, automation of the routine administrative tasks has taken
place. Companies are introducing intranet -based personnel record systems into
which employees enter their own data, which can then be processed
automatically.
RQ 1: What is motivation process and describe three early motivation theories?How can the way managers motivate their employees be described?RQ 2: Why people resist change and how to deal with the resistance to change?
How can the relationship between age/gender in the workplace be described?RQ3: Identify management practices that are likely to lead to more motivatedemployees.
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Since this reduces the interactions between managers and the employees, it
could endanger relationships and have a negative effect on employee
motivation. However, the automation of administrative tasks does speed up the
way of doing things in companies. The second impact of the information era has
been the creation of a new business culture. The information era has given riseto the establishment of long-term partnerships between manufacturers, retailers,
distributors and other firms in the supply chain. To keep everyone in business,
firms are more motivated and committed to teamwork and information sharing
(Whiteley, 2002) 2.1.3 Role of manager in motivating employees According to
1.3Delimitation:-which employees enter their own data, which can then be processed
automatically. Since this reduces the interactions between managers and the
employees, it could endanger relationships and have a negative effect on
employee motivation. However, the automation o f administrative tasks does
speed up the way of doing things in companies. The second impact of the
information era has been the creation of a new business culture. The
information era has given rise to the establishment of long-term partnerships
between manufacturers, retailers, distributors and other firms in the supply
chain. To keep everyone in business, firms are more motivated and committed
to teamwork and information sharing (Whiteley, 2002) 2.1.3 Role of manager in
motivating employees According to Bassett-Jones & Lloyd (2005).There are
1.5 Outline of the thesis:-According to Bassett-Jones & Lloyd (2005).There are two major impacts that
the information era has had on approaches to motivation in companies. Firstly,
automation of the routine administrative tasks has taken place. Companies are
introducing intranet-based personnel record systems into which employees enter
their own data, which can then be processed automatically. Since this reduces
the interactions between managers and the employees, it could endanger
relationships and have a negative effect on employee motivation. However, the
automation of administrative tasks does speed up the way of doing things in
companies.
This is followed by our purpose, research questions and delimitation of the
study. Chapter two contains a literature review where previous work in the fieldwhich is most relevant is concluded and ends with a theoretical frame of
references. Chapter three explains the methodology used in investigating the
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managerial perspective. Following this is chapter four which reveals our
gathered data on our chosen compa ny. Chapter five contains the analysis ofthese data and finally in chapter six we will show our findings and conclusions.The second impact of the information era has been the creation of a new
business culture. The information era has given rise to the establishment of
long-term partnerships between manufacturers, retailers, distributors and other
firms in the supply chain. To keep everyone in business, firms are more
motivated and committed to teamwork and information sharingwhich
employees enter their own data, which can then be processed automatically.
Since this reduces the interactions between managers and the employees, it
could endanger relationships and have a negati ve effect on employee
motivation. However, the automation of administrative tasks does speed up the
way of doing things in companies. The second impact of the information era has
been the creation of a new business culture. The information era has given ri se
to the establishment of long-term partnerships between manufacturers, retailers,
distributors and other firms in the supply chain. To keep everyone in business,
firms are more motivated and committed to teamwork and information sharing
(Whiteley, 2002) 2.1.3 Role of manager in motivating employees According to
Bassett-Jones & Lloyd (2005).There are two major impacts that the information
era has had on approaches to motivation in companies. Firstly, automation of
the routine administrative tasks has taken place. Companies are introducing
intranet-based personnel record systems into which employees enter their own
data, which can then be processed automatically. Since this reduces theinteractions between managers and the employees, it could endanger
relationships and have a negative effect on employee motivation. However, the
automation of administrative tasks does speed up the way of doing things in
companies. The second impact of the information era has been the creation of a
new business culture. The information era has given rise to the establishment of
long-term partnerships between manufacturers, retailers, distributors and other
firms in the supply chain. To keep everyone in business, firms are more
motivated and committed to teamwork and information sharing.
2 LITERATURE REVIEWFirstly, automation of the routine administrative tasks has taken place.
Companies are introducing intranet-based personnel record systems into which
employees enter their own data, which can then be processed automatically.
Since this reduces the interactions between managers and the employees, it
could endanger relationships and have a negative effect on employee
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motivation. However, the automation of administrative tasks does speed up the
way of doing things in companies. The second impact of the informa tion era has
been the creation of a new business culture. The information era has given rise
to the establishment of long-term partnerships between manufacturers, retailers,
distributors and other firms in the supply chain. To keep everyone in business,firms are more motivated and committed to teamwork and information sharing .
2.1 Employee motivation in SMEsCompanies are introducing intranet-based personnel record systems into which
employees enter their own data, which can then be processed automatically .
Since this reduces the interactions between managers and the employees, it
could endanger relationships and have a negative effect on employee
motivation. However, the automation of administrative tasks does speed up the
way of doing things in companies. The second impact of the information era has
been the creation of a new business culture. The information era has given rise
to the establishment of long-term partnerships between manufacturers, retailers,
distributors and other firms in the supply chain. To keep everyone in business,
firms are more motivated and committed to teamwork and information
sharingCompanies are introducing intranet-based personnel record systems into
which employees enter their own data, which can then be processed
automatically. Since this reduces the interactions between managers and the
employees, it could endanger relationships and have a negative effect on
employee motivation. However, the automation of administrative tasks does
speed up the way of doing things in companies. The second impact of the
information era has been the creation of a new business culture. The
information era has given rise to the establishment of long-term partnerships
between manufacturers, retailers, distributors and other firms in the supply
chain. To keep everyone in business, firms are more motivated and committed
to teamwork and information sharingCompanies are introducing intranet -based
personnel record systems into which employees enter their own data, which can
then be processed automatically. Since this reduces the interactions between
managers and the employees, it could endanger relationships and have anegative effect on employee motivation. However, the automation of
administrative tasks does speed up the way of doing things in companies. T he
second impact of the information era has been the creation of a new business
culture. The information era has given rise to the establishment of long -term
partnerships between manufacturers, retailers, distributors and other firms in the
supply chain. To keep everyone in business, firms are more motivated and
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committed to teamwork and information sharingCompanies are introducing
intranet-based personnel record systems into which employees enter their own
data, which can then be processed automatically. S ince this reduces the
interactions between managers and the employees, it could endanger
relationships and have a negative effect on employee motivation. However, theautomation of administrative tasks does speed up the way of doing things in
companies. The second impact of the information era has been the creation of a
new business culture. The information era has given rise to the establishment of
long-term partnerships between manufacturers, retailers, distributors and other
firms in the supply chain. To keep everyone in business, firms are more
motivated and committed to teamwork and information sharingCompanies are
introducing intranet-based personnel record systems into which employees enter
their own data, which can then be processed automatically. Si nce this reduces
the interactions between managers and the employees, it could endangerrelationships and have a negative effect on employee motivation. However, the
automation of administrative tasks does speed up the way of doing things in
companies. The second impact of the information era has been the creation of a
new business culture. The information era has given rise to the establishment of
long-term partnerships between manufacturers, retailers, distributors and other
firms in the supply chain. To keep everyone in business, firms are more
motivated and committed to teamwork and information sharing .
2.1.1 Internal and external motivationTo keep everyone in business, firms are more motivated and committed to
teamwork and information sharingCompanies are introducing intranet-based
personnel record systems into which employees enter their own data, which can
then be processed automatically. Since this reduces the interactions between
managers and the employees, it could endanger relationships and have a
negative effect on employee motivation. However, the automation of
administrative tasks does speed up the way of doing things in companies. The
second impact of the information era has been the creation of a new business
culture. The information era has given rise to the establishment of long-termpartnerships between manufacturers, retailers, distributors and other firms in the
supply chain. To keep everyone in business, firms are more motivated and
committed to teamwork and information sharingCompanies are introducing
intranet-based personnel record systems into which employees enter their own
data, which can then be processed automatically. Since this reduces the
interactions between managers and the employees, it could endanger
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relationships and have a negative effect on employee motivation. However, the
automation of administrative tasks does speed up the way of doing things in
companies. The second impact of the information era has been the creation of a
new business culture. The information era has given rise to the establishment of
long-term partnerships between manufacturers, retailers, distributors and otherfirms in the supply chain. To keep everyone in business, firms are more
motivated and committed to teamwork and information sharing . To keep
everyone in business, firms are more motivated and committed to teamwork and
information sharingCompanies are introducing intranet -based personnel record
systems into which employees enter their own data, which can then be
processed automatically. Since thi s reduces the interactions between managers
and the employees, it could endanger relationships and have a negative effect on
employee motivation. However, the automation of administrative tasks does
speed up the way of doing things in companies. The second impact of theinformation era has been the creation of a new business culture. The
information era has given rise to the establishment of long-term partnerships
between manufacturers, retailers, distributors and other firms in the supply
chain. To keep everyone in business, firms are more motivated and committed
to teamwork and information sharingCompanies are introducing intranet -based
personnel record systems into which employees enter their own data, which can
then be processed automatically. Since this reduces the interactions between
managers and the employees, it could endanger relationships and have a
negative effect on employee motivation. However, the automation ofadministrative tasks does speed up the way of doing things in companies. The
second impact of the information era has been the creation of a new business
culture. The information era has given rise to the establishment of long -term
partnerships between manufacturers, retailers, distributors and other firms in the
supply chain.
According to Katz (2005) intrinsic factors are the main reason for a persons
true commitment and motivation. Extrinsic factors like salary and workingconditions are also important, but do not give the commitment and excitementthat the employee needs. How a person views the assignment and how tasks,
information, rewards and decision-making processes are organized andmanaged determines how motivational a job is. Highly motivating work
assignments are strongly linked to the personal activities an individual see asfun. If the employee is going to see the work as fun the following high leveled
intrinsic factors need to be considered (seeTable 2-1).
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Table 2-1: Framework for work motivation
Dimension of task
Characteristics
Definitions
Skill Variety The degree to which job requires the use of differentskills, abilities and talents
Task Identity The degree to which the person feels that he or she ispart of the whole job from beginning to end.
Task Significance The degree to which the job is considered important byand has impact on the lives of others
Autonomy The degree to which the job provides freedom,independence and discretion in how the work is carried
out
Feedback The degree to which the person is provided with clearand direct information about the effectiveness of his or
her performance.Source: Katz, 2005, p.21
keep everyone in business, firms are more motivated and committed to
teamwork and information sharingCompanies are introducing intranet-based
personnel record systems into which employees enter their own data, which can
then be processed automatically. Since this reduces the interactions between
managers and the employees, it could endanger relationships and have a
negative effect on employee motivation. However, the automation of
administrative tasks does speed up the way of doing things in companies. The
second impact of the information era has been the creation of a new businessculture. The information era has given rise to the establishment of long-term
partnerships between manufacturers, retailers, distributors and other firms in the
supply chain. To keep everyone in business, firms are more motivated and
committed to teamwork and information sharingCompanies are introducing
intranet-based personnel record systems into which employees enter their own
data, which can then be processed automatically. Since this reduces the
interactions between managers and the employees, it could endanger
relationships and have a negative effect on employee motivation. However, the
automation of administrative tasks does speed up the way of doing things incompanies. The second impact of the information era has been the creation of a
new business culture. The information era has given rise to the establishment of
long-term partnerships between manufacturers, retailers, distributors and other
firms in the supply chain. To keep everyone in business, firms are more
motivated and committed to teamwork and information sharing . To keep
everyone in business, firms are more motivated and committed to teamwork and
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information sharingCompanies are introducing intranet -based personnel record
systems into which employees enter their own data, which can then be
processed automatically. keep everyone in business, firms are more motivated
and committed to teamwork and information sharingCompanies are introducing
intranet-based personnel record systems into which employees enter their owndata, which can then be processed automatically. Since this r educes the
interactions between managers and the employees, it could endanger
relationships and have a negative effect on employee motivation. However, the
automation of administrative tasks does speed up the way of doing things in
companies. The second impact of the information era has been the creation of a
new business culture. The information era has given rise to the establishment of
long-term partnerships between manufacturers, retailers, distributors and other
firms in the supply chain. To keep everyone in business, firms are more
motivated and committed to teamwork and information sharingCompanies areintroducing intranet-based personnel record systems into which employees enter
their own data, which can then be processed automatically. Since this re duces
the interactions between managers and the employees, it could endanger
relationships and have a negative effect on employee motivation. However, the
automation of administrative tasks does speed up the way of doing things in
companies. The second impact of the information era has been the creation of a
new business culture. The information era has given rise to the establishment of
long-term partnerships between manufacturers, retailers, distributors and other
firms in the supply chain. To keep everyone in business, firms are moremotivated and committed to teamwork and information sharing . To keep
everyone in business, firms are more motivated and committed to teamwork and
information sharingCompanies are introducing intranet -based personnel record
systems into which employees enter their own data, which can then be
processed automatically.
2.1.2 General theories on MotivationSince this reduces the interactions between managers and the employees, it
could endanger relationships and have a negative eff ect on employeemotivation. However, the automation of administrative tasks does speed up the
way of doing things in companies. The second impact of the information era has
been the creation of a new business culture. The information era has given rise
to the establishment of long-term partnerships between manufacturers, retailers,
distributors and other firms in the supply chain. To keep everyone in business,
firms are more motivated and committed to teamwork and information sharing .
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To keep everyone in business, firms are more motivated and committed to
teamwork and information sharingCompanies are introducing intranet -based
personnel record systems into which employees enter their own data, which can
then be processed automatically. Since this reduces the interactions between
managers and the employees, it could endanger relationships and have anegative effect on employee motivation. However, the automation of
administrative tasks does speed up the way of doing things in companies. The
second impact of the information era has been the creation of a new business
culture. The information era has given rise to the establishment of long -term
partnerships between manufacturers, retailers, distributors and other firms in the
supply chain. To keep everyone in bus iness, firms are more motivated and
committed to teamwork and information sharing . To keep everyone in business,
firms are more motivated and committed to teamwork and information
sharingCompanies are introducing intranet -based personnel record systems intowhich employees enter their own data, which can then be processed
automatically. Since this reduces the interactions between managers and the
employees, it could endanger relationships and have a negative effect on
employee motivation. However, the automation of administrative tasks does
speed up the way of doing things in companies. The second impact of the
information era has been the creation of a new business culture. The
information era has given rise to the establishment of long-term partnerships
between manufacturers, retailers, distributors and other firms in the supply
chain. To keep everyone in business, firms are more motivated and committedto teamwork and information sharing. To keep everyone in business, firms are
more motivated and committed to teamwork and information sharingCompanies
are introducing intranet-based personnel record systems into which employees
enter their own data, which can then be processed automatically. Since this
reduces the interactions between managers and the employe es, it could
endanger relationships and have a negative effect on employee motivation.
However, the automation of administrative tasks does speed up the way of
doing things in companies. The second impact of the information era has been
the creation of a new business culture. The information era has given rise to the
establishment of long-term partnerships between manufacturers, retailers,
distributors and other firms in the supply chain. To keep everyone in business,
firms are more motivated and committed to teamwork and information sharing.
To keep everyone in business, firms are more motivated and committed to
teamwork and information sharingCompanies are introducing intranet -based
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personnel record systems into which employees enter their own data, which can
then be processed automatically. Since this reduces the interactions between
managers and the employees, it could endanger relationships and have a
negative effect on employee motivation. However, the automation of
administrative tasks does speed up the way of doing things in companies. Thesecond impact of the information era has been the creation of a new business
culture. The information era has given rise to the establishment of long -term
partnerships between manufacturers, retailers, distributors a nd other firms in the
supply chain. To keep everyone in business, firms are more motivated and
committed to teamwork and information sharing . To keep everyone in business,
firms are more motivated and committed to teamwork and information
sharingCompanies are introducing intranet-based personnel record systems into
which employees enter their own data, which can then be processed
automatically.
Maslows hierarchy of needs theory
According to Robbins (2003) Maslows hierarchy of needs theory consists offive needs ( see Figure 2-1); physiological, safety, social, esteem and self -
actualization.According to Maslowa need is not motivating when satisfied and therefore the
next need becomes dominant. Physiological and safety needs are considered
lower-order needs, because they are satisfied externally. The remaining three
are satisfied internally and therefore higher -order needs.
Vrooms expectancy theory
However, the automation of administrative tasks does speed up the way of
doing things in companies. The second impact of the information era has been
the creation of a new business culture. The information era has given rise to the
establishment of long-term partnerships between manufacturers, retailers,
distributors and other firms in the supply chain. To keep everyone in business,
firms are more motivated and committed to teamwork and information sharing .
To keep everyone in business, firms are more motivated and committed toteamwork and information sharingCompanies are introducing intranet -based
personnel record systems into which employees enter their own data, which can
then be processed automatically. However, the automation of administrative
tasks does speed up the way of doing things in companies. The second impact
of the information era has been the creation of a new business culture. The
information era has given rise to the establishment of long-term partnerships
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between manufacturers, retailers, distributors and other firms in the supply
chain. To keep everyone in business, firms are more motivated and committed
to teamwork and information sharing. To keep everyone in business, firms are
more motivated and committed to teamwork and information sharingCompanies
are introducing intranet-based personnel record systems into which employeesenter their own data, which can then be processed automatically. However, the
automation of administrative tasks does speed up the way of doing things in
companies. The second impact of the information era has been the creation of a
new business culture. The information era has given rise to the establishment of
long-term partnerships between manufacturers, retailers, distributors and other
firms in the supply chain. To keep everyone in business, firms are more
motivated and committed to teamwork and information sha ring. To keep
everyone in business, firms are more motivated and committed to teamwork and
information sharingCompanies are introducing intranet -based personnel recordsystems into which employees enter their own data, which can then be
processed automatically.
Alderfers ERG theory
The information era has given rise to the establishment of long -term
partnerships between manufacturers, retailers, distributors and other firms in the
supply chain. To keep everyone in business, firms are more motivated and
committed to teamwork and information sharing . To keep everyone in business,
firms are more motivated and committed to teamwork and information
sharingCompanies are introducing intranet-based personnel record systems into
which employees enter their own da ta, which can then be processed
automatically. However, the automation of administrative tasks does speed up
the way of doing things in companies. The second impact of the information era
has been the creation of a new business culture. The information era has given
rise to the establishment of long-term partnerships between manufacturers,
retailers, distributors and other firms in the supply chain. To keep everyone in
business, firms are more motivated and committed to teamwork and information
sharing. To keep everyone in business, firms are more motivated and committedto teamwork and information sharingCompanies are introducing intranet -based
personnel record systems into which employees enter their own data, which can
then be processed automatically.
McClellands theory of needs
The second impact of the information era has been the creation of a new
business culture. The information era has given rise to the establishment of
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long-term partnerships between manufacturers, retailers, distributors and othe r
firms in the supply chain. To keep everyone in business, firms are more
motivated and committed to teamwork and information sharing . To keep
everyone in business, firms are more motivated and committed to teamwork and
information sharingCompanies are introducing intranet-based personnel recordsystems into which employees enter their own data, which can then be
processed automatically.
Goal-setting theory
The second impact of the information era has been the creation of a new
business culture. The information era has given rise to the establishment of
long-term partnerships between manufacturers, retailers, distributors and other
firms in the supply chain. To keep everyone in business, firms are moremotivated and committed to teamwork and information sha ring. To keep
everyone in business, firms are more motivated and committed to teamwork and
information sharingCompanies are introducing intranet -based personnel record
systems into which employees enter their own data, which can then be
processed automatically.The second impact of the information era has been the
creation of a new business culture. The information era has given rise to the
establishment of long-term partnerships between manufacturers, retailers,
distributors and other firms in the supply chain. To keep everyone in business,
firms are more motivated and committed to teamwork and information sharing .To keep everyone in business, firms are more motivated and committed to
teamwork and information sharingCompanies are introducing intranet -based
personnel record systems into which employees enter their own data, which can
then be processed automatically. The second impact of the information era has
been the creation of a new business culture. The information era has given rise
to the establishment of long-term partnerships between manufacturers, retailers,
distributors and other firms in the supply chain. To keep everyone in business,
firms are more motivated and committed to teamwork and information sharing .
To keep everyone in business, firms are more motivated and committed to
teamwork and information sharingCompanies are introducing intranet -based
personnel record systems into which employees enter their own data, which can
then be processed automatically.
2.1.3 Role of manager in motivating employees
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The information era has given rise to the establishment of long -term
partnerships between manufacturers, retailers, distributors and other firms in the
supply chain. To keep everyone in business, firms are more motivated and
committed to teamwork and information sharing. To keep everyone in business,
firms are more motivated and committed to teamwork and informationsharingCompanies are introducing intranet-based personnel record systems into
which employees enter their own data, which can then b e processed
automatically. The information era has given rise to the establishment of long -
term partnerships between manufacturers, retailers, distributors and other firms
in the supply chain. To keep everyone in business, firms are more motivated
and committed to teamwork and information sharing. To keep everyone in
business, firms are more motivated and committed to teamwork and information
sharingCompanies are introducing intranet-based personnel record systems into
which employees enter their own data, which can then be processedautomatically. The information era has given rise to the establishment of long -
term partnerships between manufacturers, retailers, distributors and other firms
in the supply chain. To keep everyone in business, firms are more mo tivated
and committed to teamwork and information sharing . To keep everyone in
business, firms are more motivated and committed to teamwork and information
sharingCompanies are introducing intranet-based personnel record systems into
which employees enter their own data, which can then be processed
automatically. The information era has given rise to the establishment of long -
term partnerships between manufacturers, retailers, distributors and other firmsin the supply chain. To keep everyone in business, f irms are more motivated
and committed to teamwork and information sharing . To keep everyone in
business, firms are more motivated and committed to teamwork and information
sharingCompanies are introducing intranet-based personnel record systems into
which employees enter their own data, which can then be processed
automatically.
2.2 Goal moderators
Multiculturalism Multiculturalism is another issue that is reshaping theworkforce. Globalisation has encouraged immigration (Robbins, 2000).
Workforce diversity is changing companies today and the workforce will become even more diverse in the next twenty years. Diversity seems to begrowing in the business world, although it has always been there (Hopkins,
1998). Having a variety of different talents to use and being able to improvemarket understanding are some of the main benefits of managing diversity.
Cross- cultural teams can create problems in terms of language differences and
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the different ways of communicating, but can also be more creative. 2.3.6
Downsizing Another issue to be addressed is downsizing. Downsizing is amanagement practice in which companies reduce the size of a company bylaying off employees. The focus may be monetary costs, time costs, or
technological costs (Cameron, 1998). This management strategy has becoming
popular, but management's motivation for this is not always obvious. Somecritics believe that downsizing is a way for management to show the
stockholders that there is a need to keep costs down. Supporters of this strategyargue that employee reductions are needed to maintain competitiveness in the
fast-changing global marketplace. Companies are strategically reducingoperations that are over employed while increasing employees in areas that add
value (Robbins, 2000). Downsizing is likely to have some undesirable outcomesas it affects employees' morale, motivation and productivity; service delivery,because of the loss of skilled employees; and departmental planning (Coleman,
2000). Managers must bear in mind that motivational factors are all linked and
affect one another. Multiculturalism Multiculturalism is another issue that isreshaping the workforce. Globalisation has encouraged immigration (Robbins,2000). Workforce diversity is changing companies today and the workforce will
become even more diverse in the next twenty years. Diversity seems to begrowing in the business world, although it has always been there (Hopkins,
1998). Having a variety of different talents to use and being able to improve
market understanding are some of the main benefits of managing diversity.Cross- cultural teams can create problems in terms of language differences andthe different ways of communicating, but can also be more creative. 2.3.6
Downsizing Another issue to be addressed is downsizing. Downsizing is a
management practice in which companies reduce the size of a company bylaying off employees. The focus may be monetary costs, time costs, ortechnological costs (Cameron, 1998). This management strategy has becoming
popular, but management's motivation for this is not always obvious. Somecritics believe that downsizing is a way for management to show thestockholders that there is a need to keep costs down. Supporters of this strategy
argue that employee reductions are needed to maintain compe titiveness in thefast-changing global marketplace. Companies are strategically reducing
operations that are over employed while increasing employees in areas that addvalue (Robbins, 2000). Downsizing is likely to have some undesirable outcomes
as it affects employees' morale, motivation and productivity; service delivery,because of the loss of skilled employees; and departmental planning (Coleman,2000). Managers must bear in mind that motivational factors are all linked and
affect one another. Multiculturalism Multiculturalism is another issue that isreshaping the workforce. Globalisation has encouraged immigration (Robbins,
2000). Workforce diversity is changing companies today and the workforce will become even more diverse in the next twenty years. D iversity seems to begrowing in the business world, although it has always been there (Hopkins,
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1998). Having a variety of different talents to use and being able to improve
market understanding are some of the main benefits of managing diversity.Cross- cultural teams can create problems in terms of language differences andthe different ways of communicating, but can also be more creative. 2.3.6
Downsizing Another issue to be addressed is downsizing. Downsizing is a
management practice in which companies reduce the size of a company bylaying off employees. The focus may be monetary costs, time costs, or
technological costs (Cameron, 1998). This management strategy has becoming popular, but management's motivation for this is not always obvious. Some
critics believe that downsizing is a way for management to show thestockholders that there is a need to keep costs down. Supporters of this strategy
argue that employee reductions are needed to maintain competitiveness in thefast-changing global marketplace. Companies are strategically reducingoperations that are over employed while increasing employees in areas that add
value (Robbins, 2000). Downsizing is likely to have some undesirable outcomes
as it affects employees' morale, motivation and productivity; service delivery,because of the loss of skilled employees; and departmental planning (Coleman,2000). Managers must bear in mind that motivational factors are all linked and
affect one another.
2.2.1 Feedback
Multiculturalism Multiculturalism is another issue that is reshaping the
workforce. Globalisation has encouraged immigration (Robbins, 2000).Workforce diversity is changing companies today and the workforce will become even more diverse in the next twenty years. Diversity seems to be
growing in the business world, although it has always been there (Hopkins,
1998). Having a variety of different talents to use and being able to improvemarket understanding are some of the main benefits of managing diversity.Cross- cultural teams can create problems in terms of language differences and
the different ways of communicating, but can also be more creative. 2.3.6Downsizing Another issue to be addressed is downsizing. Downsizing is amanagement practice in which companies reduce the size of a com pany by
laying off employees. The focus may be monetary costs, time costs, ortechnological costs (Cameron, 1998). This management strategy has becoming
popular, but management's motivation for this is not always obvious. Somecritics believe that downsizing is a way for management to show the
stockholders that there is a need to keep costs down. Supporters of this strategyargue that employee reductions are needed to maintain competitiveness in thefast-changing global marketplace. Companies are strategica lly reducing
operations that are over employed while increasing employees in areas that addvalue (Robbins, 2000). Downsizing is likely to have some undesirable outcomes
as it affects employees' morale, motivation and productivity; service delivery,because of the loss of skilled employees; and departmental planning (Coleman,2000). Managers must bear in mind that motivational factors are all linked and
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affect one another. Multiculturalism Multiculturalism is another issue that is
reshaping the workforce. Globalisation has encouraged immigration (Robbins,2000). Workforce diversity is changing companies today and the workforce will become even more diverse in the next twenty years. Diversity seems to be
growing in the business world, although it has always b een there (Hopkins,
1998). Having a variety of different talents to use and being able to improvemarket understanding are some of the main benefits of managing diversity.
Cross- cultural teams can create problems in terms of language differences andthe different ways of communicating, but can also be more creative. 2.3.6
Downsizing Another issue to be addressed is downsizing. Downsizing is amanagement practice in which companies reduce the size of a company by
laying off employees. The focus may be monetary costs, time costs, ortechnological costs (Cameron, 1998). This management strategy has becoming popular, but management's motivation for this is not always obvious. Some
critics believe that downsizing is a way for management to show the
stockholders that there is a need to keep costs down. Supporters of this strategyargue that employee reductions are needed to maintain competitiveness in thefast-changing global marketplace. Companies are strategically reducing
operations that are over employed while increasing employees in areas that addvalue (Robbins, 2000). Downsizing is likely to have some undesirable outcomes
as it affects employees' morale, motivation and productivity; service delivery,
because of the loss of skilled employees; and departmental planning (Coleman,2000). Managers must bear in mind that motivational factors are all linked andaffect one another. Multiculturalism Multiculturalism is another issue that is
reshaping the workforce. Globalisation has encouraged immigration (Robbins,
2000). Workforce diversity is changing companies today and the workforce will become even more diverse in the next twenty years. Diversity seems to begrowing in the business world, although it has always been there (Hopkins,
1998). Having a variety of different talents to use and being able to improvemarket understanding are some of the main benefits of managing diversity.Cross- cultural teams can create problems in terms of language differences and
the different ways of communicating, but can also be more creative. 2.3.6Downsizing Another issue to be addressed is downsizing. Downsizing is a
management practice in which companies reduce the size of a company bylaying off employees. The focus may be monetary costs, time costs, or
technological costs (Cameron, 1998). This management strategy has becoming popular, but management's motivation for this is not always obvious. Somecritics believe that downsizing is a way for management to show the
stockholders that there is a need to keep costs down. Supporters of this strategyargue that employee reductions are needed to maintain competitiveness in the
fast-changing global marketplace. Companies are strategically reducingoperations that are over employed while increasing employees in areas that addvalue (Robbins, 2000). Downsizing is likely to have some undesirable outcomes
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as it affects employees' morale, motivation and productivity; service delivery,
because of the loss of skilled employees; and departmental planning (Coleman,2000). Managers must bear in mind that motivational factors are all linked andaffect one another. Multiculturalism Multiculturalism is another issue that is
reshaping the workforce. Globalisation has encouraged immigration (Robbins,
2000). Workforce diversity is changing companies today and the workforce will become even more diverse in the next twenty years. Diversity seems to be
growing in the business world, although it has always been there (Hopkins,1998). Having a variety of different talents to use and being able to improve
market understanding are some of the main benefits of managing diversity.Cross- cultural teams can create problems in terms of language differences and
the different ways of communicating, but can also be more creative. 2.3.6Downsizing Another issue to be addressed is downsizing. Downsizing is amanagement practice in which companies reduce the size of a company by
laying off employees. The focus may be monetary costs, time costs, or
technological costs (Cameron, 1998). This management strategy has becoming popular, but management's motivation for this is not always obvious. Somecritics believe that downsizing is a way for management to show the
stockholders that there is a need to keep costs down. Supporters of this strategyargue that employee reductions are needed to maintain competitiveness in the
fast-changing global marketplace. Companies are strategically reducing
operations that are over employed while increasing employees in areas that addvalue (Robbins, 2000). Downsizing is likely to have some undesirable outcomesas it affects employees' morale, motivation and productivity; service delivery,
because of the loss of skilled employees; and departmental planning (Coleman,
2000). Managers must bear in mind that motivational factors are all linked andaffect one another. Multiculturalism Multiculturalism is another issue that isreshaping the workforce. Globalisation has encouraged immigration (Robbins,
2000). Workforce diversity is changing companies today and the workforce will become even more diverse in the next twenty years. Diversity seems to begrowing in the business world, although it has always been there (Hopkins,
1998). Having a variety of different talents to use and being able to improvemarket understanding are some of the main benefits of mana ging diversity.
Cross- cultural teams can create problems in terms of language differences andthe different ways of communicating, but can also be more creative. 2.3.6
Downsizing Another issue to be addressed is downsizing. Downsizing is amanagement practice in which companies reduce the size of a company bylaying off employees. The focus may be monetary costs, time costs, or
technological costs (Cameron, 1998). This management strategy has becoming popular, but management's motivation for this is not al ways obvious. Some
critics believe that downsizing is a way for management to show thestockholders that there is a need to keep costs down. Supporters of this strategyargue that employee reductions are needed to maintain competitiveness in the
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fast-changing global marketplace. Companies are strategically reducing
operations that are over employed while increasing employees in areas that addvalue (Robbins, 2000). Downsizing is likely to have some undesirable outcomesas it affects employees' morale, motivation and productivity; service delivery,
because of the loss of skilled employees; and departmental planning (Coleman,
2000). Managers must bear in mind that motivational factors are all linked andaffect one another. Multiculturalism Multiculturalism is another issue that is
reshaping the workforce. Globalisation has encouraged immigration (Robbins,2000). Workforce diversity is changing companies today and the workforce will
become even more diverse in the next twenty years. Diversity seems to begrowing in the business world, although it has always been there (Hopkins,
1998). Having a variety of different talents to use and being able to improvemarket understanding are some of the main benefits of managing diversity.Cross- cultural teams can create problems in terms of language differences and
the different ways of communicating, but can also be more creative. 2.3.6
Downsizing Another issue to be addressed is downsizing. Downsizing is amanagement practice in which companies reduce the size of a company bylaying off employees. The focus may be monetary costs, time costs, or
technological costs (Cameron, 1998). This management strategy has becoming popular, but management's motivation for this is not always obvious. Some
critics believe that downsizing is a way for management to show the
stockholders that there is a need to keep costs down. Supporters of this strategyargue that employee reductions are needed to maintain competitiveness in thefast-changing global marketplace. Companies are strategically reducing
operations that are over employed while increasing employees in areas that add
value (Robbins, 2000). Downsizing is likely to have some undesirable outcomesas it affects employees' morale, motivation and productivity; service delivery,because of the loss of skilled employees; and departmental planning (Coleman,
2000). Managers must bear in mind that motivational factors are all linked andaffect one another.
2.2.2 Commitment
Multiculturalism Multiculturalism is another issue that is reshaping theworkforce. Globalisation has encouraged immigration (Robbins, 2000).
Workforce diversity is changing companies today and the workforce will become even more diverse in the next twenty years. Diversity seems to be
growing in the business world, although it has always been there (Hopkins,1998). Having a variety of different talents to use and being able to improvemarket understanding are some of the main benefits of managing diversity.
Cross- cultural teams can create problems in terms of language differen ces andthe different ways of communicating, but can also be more creative. 2.3.6
Downsizing Another issue to be addressed is downsizing. Downsizing is amanagement practice in which companies reduce the size of a company bylaying off employees. The focus may be monetary costs, time costs, or
8/8/2019 Jawad Dissertation
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technological costs (Cameron, 1998). This management strategy has becoming
popular, but management's motivation for this is not always obvious. Somecritics believe that downsizing is a way for management to show thestockholders that there is a need to keep costs down. Supporters of this strategy
argue that employee reductions are needed to maintain competitiveness in the
fast-changing global marketplace. Companies are strategically reducingoperations that are over employed while increasing employees in areas that add
value (Robbins, 2000). Downsizing is likely to have some undesirable outcomesas it affects employees' morale, motivation and productivity; service delivery,
because of the loss of skilled employees; and departmental planning (Coleman,2000). Managers must bear in mind that motivational factors are all linked and
affect one another. Multiculturalism Multiculturalism is another issue that isreshaping the workforce. Globalisation has encouraged immigration (Robbins,2000). Workforce diversity is changing companies today and the workforce will
become even more diverse in the next twenty years. Diversity seems to be
growing in the business world, although it has always been there (Hopkins,1998). Having a variety of different talents to use and being able to improvemarket understanding are some of the main benefits of managing diversity.
Cross- cultural teams can create problems in terms of language differences andthe different ways of communicating, but can also be more creative. 2.3.6
Downsizing Another issue to be addressed is downsizing. Downsizing is a
management practice in which companies reduce the size of a company bylaying off employees. The focus may be monetary costs, time costs, ortechnological costs (Cameron, 1998). This management strategy has becoming
popular, but management's motivation for this is not always obvious. Some
critics believe that downsizing is a way for management to show thestockholders that there is a need to keep costs down. Supporters of this strategyargue that employee reductions are needed to maintain competitiveness in the
fast-changing global marketplace. Companies are strategically reducingoperations that are over employed while increasing employees in areas that addvalue (Robbins, 2000). Downsizing is likely to have some undesirable outcomes
as it affects employees' morale, motivation and productivity; service delivery,because of the loss of skilled employees; and departmental planning (Coleman,
2000). Managers must bear in mind that motivational factors are all linked andaffect one another. Multiculturalism Multiculturalism is another issue that is
reshaping the workforce. Globalisation has encouraged immigration (Robbins,2000). Workforce diversity is changing companies today and the workforce will become even more diverse in the next twenty years. Diversity seems to be
growing in the business world, although it has always been there (Hopkins,1998). Having a variety of different talents to use and being able to improve
market understanding are some of the main benefits of managing diversity.Cross- cultural teams can create problems in terms of language differences andthe different ways of communicating, but can also be more creative. 2.3.6
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Downsizing Another issue to be addressed is downsizing. Downsizing is a
management practice in which companies reduce the size of a company bylaying off employees. The focus may be monetary costs, time costs, ortechnological costs (Cameron, 1998). This management strategy has becoming
popular, but management's motivation for this is not always obvious. Some
critics believe that downsizing is a way for management to show thestockholders that there is a need to keep costs down. Supporters of this strategy
argue that employee reductions are needed to maintain competitiveness in thefast-changing global marketplace. Companies are strategically reducing
operations that are over employed while increasing employees in areas that addvalue (Robbins, 2000). Downsizing is likely to have some undesirable outcomes
as it affects employees' morale, motivation and productivity; service delivery,because of the loss of skilled employees; and departmental planning (Coleman,2000). Managers must bear in mind that motivational factors are all lin ked and
affect one another. Multiculturalism Multiculturalism is another issue that is
reshaping the workforce. Globalisation has encouraged immigration (Robbins,2000). Workforce diversity is changing companies today and the workforce will become even more diverse in the next twenty years. Diversity seems to be
growing in the business world, although it has always been there (Hopkins,1998). Having a variety of different talents to use and being able to improve
market understanding are some of the main ben efits of managing diversity.
Cross- cultural teams can create problems in terms of language differences andthe different ways of communicating, but can also be more creative. 2.3.6Downsizing Another issue to be addressed is downsizing. Downsizing is a
management practice in which companies reduce the size of a company by
laying off employees. The focus may be monetary costs, time costs, ortechnological costs (Cameron, 1998). This management strategy has becoming popular, but management's motivation for t his is not always obvious. Some
critics believe that downsizing is a way for management to show thestockholders that there is a need to keep costs down. Supporters of this strategyargue that employee reductions are needed to maintain competitiveness in t he
fast-changing global marketplace. Companies are strategically reducingoperations that are over employed while increasing employees in areas that add
value (Robbins, 2000). Downsizing is likely to have some undesirable outcomesas it affects employees' morale, motivation and productivity; service delivery,
because of the loss of skilled employees; and departmental planning (Coleman,2000). Managers must bear in mind that motivational factors are all linked andaffect one another. Multiculturalism Multicu lturalism is another issue that is
reshaping the workforce. Globalisation has encouraged immigration (Robbins,2000). Workforce diversity is changing companies today and the workforce will
become even more diverse in the next twenty years. Diversity seems to begrowing in the business world, although it has always been there (Hopkins,1998). Having a variety of different talents to use and being able to improve
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market understanding are some of the main benefits of managing diversity.
Cross- cultural teams can create problems in terms of language differences andthe different ways of communicating, but can also be more creative. 2.3.6Downsizing Another issue to be addressed is downsizing. Downsizing is a
management practice in which companies reduce the size of a company by
laying off employees. The focus may be monetary costs, time costs, ortechnological costs (Cameron, 1998). This management strategy has becoming
popular, but management's motivation for this is not always obvious. Somecritics believe that downsizing is a way for management to show the
stockholders that there is a need to keep costs down. Supporters of this strategyargue that employee reductions are needed to maintain competitiveness in the
fast-changing global marketplace. Companies are s trategically reducingoperations that are over employed while increasing employees in areas that addvalue (Robbins, 2000). Downsizing is likely to have some undesirable outcomes
as it affects employees' morale, motivation and productivity; service deliver y,
because of the loss of skilled employees; and departmental planning (Coleman,2000). Managers must bear in mind that motivational factors are all linked andaffect one another. Multiculturalism Multiculturalism is another issue that is
reshaping the workforce. Globalisation has encouraged immigration (Robbins,2000). Workforce diversity is changing companies today and the workforce will
become even more diverse in the next twenty years. Diversity seems to be
growing in the business world, although it has always been there (Hopkins,1998). Having a variety of different talents to use and being able to improvemarket understanding are some of the main benefits of managing diversity.
Cross- cultural teams can create problems in terms of language differences and
the different ways of communicating, but can also be more creative. 2.3.6Downsizing Another issue to be addressed is downsizing. Downsizing is amanagement practice in which companies reduce the size of a company by
laying off employees. The focus may be monetary costs, time costs, ortechnological costs (Cameron, 1998). This management strategy has becoming popular, but management's motivation for this is not always obvious. Some
critics believe that downsizing is a way for management to show thestockholders that there is a need to keep costs down. Supporters of this strategy
argue that employee reductions are needed to maintain competitiveness in thefast-changing global marketplace. Companies are strategically reducing
operations that are over employed while increasing employees in areas that addvalue (Robbins, 2000). Downsizing is likely to have some undesirable outcomesas it affects employees' morale, motivation and productivity; service delivery,
because of the loss of skilled employees; and departmental planning (Coleman,2000). Managers must bear in mind that motivational factors are all linked and
affect one another. Multiculturalism Multiculturalism is another issue that isreshaping the workforce. Globalisation has encouraged immigration (Robbins,2000). Workforce diversity is changing companies today and the workforce will
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become even more diverse in the next twenty years. Diversity seems to be
growing in the business world, although it has always been there (Hopkins,1998). Having a variety of different talents to use and being able to improvemarket understanding are some of the main benefits of managing diversity.
Cross- cultural teams can create problems in terms of language differences and
the different ways of communicating, but can als o be more creative. 2.3.6Downsizing Another issue to be addressed is downsizing. Downsizing is a
management practice in which companies reduce the size of a company bylaying off employees. The focus may be monetary costs, time costs, or
technological costs (Cameron, 1998). This management strategy has becoming popular, but management's motivation for this is not always obvious. Some
critics believe that downsizing is a way for management to show thestockholders that there is a need to keep costs down. Supporters of this strategyargue that employee reductions are needed to maintain competitiveness in the
fast-changing global marketplace. Companies are strategically reducing
operations that are over employed while increasing employees in areas that addvalue (Robbins, 2000). Downsizing is likely to have some undesirable outcomesas it affects employees' morale, motivation and productivity; service delivery,
because of the loss of skilled employees; and departmental planning (Coleman,2000). Managers must bear in mind that motivational factors are all linked and
affect one another.
2.2.3 Ability
Multiculturalism Multiculturalism is another issue that is reshaping theworkforce. Globalisation has encouraged immigration (Robbins, 2000).
Workforce diversity is changing companies today and the workforce will
become even more diverse in the next twenty years. Diversity seems to begrowing in the business world, although it has always been there (Hopkins,1998). Having a variety of different talents to use and being able to improve
market understanding are some of the main benefits of managing diversity.Cross- cultural teams can create problems in terms of language differences andthe different ways of communicating, but can also be more creative. 2.3.6
Downsizing Another issue to be addressed is downsizing. Downsizing is amanagement practice in which companies reduce the size of a company by
laying off employees. The focus may be monetary costs, time costs, ortechnological costs (Cameron, 1998). This management st rategy has becoming
popular, but management's motivation for this is not always obvious. Somecritics believe that downsizing is a way for management to show thestockholders that there is a need to keep costs down. Supporters of this strategy
argue that employee reductions are needed to maintain competitiveness in thefast-changing global marketplace. Companies are strategically reducing
operations that are over employed while increasing employees in areas that addvalue (Robbins, 2000). Downsizing is likely to have some undesirable outcomesas it affects employees' morale, motivation and productivity; service delivery,
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because of the loss of skilled employees; and departmental planning (Coleman,
2000). Managers must bear in mind that motivational factors a re all linked andaffect one another. Multiculturalism Multiculturalism is another issue that isreshaping the workforce. Globalisation has encouraged immigration (Robbins,
2000). Workforce diversity is changing companies today and the workforce will
become even more diverse in the next twenty years. Diversity seems to begrowing in the business world, although it has always been there (Hopkins,
1998). Having a variety of different talents to use and being able to improvemarket understanding are some of the main benefits of managing diversity.
Cross- cultural teams can create problems in terms of language differences andthe different ways of communicating, but can also be more creative. 2.3.6
Downsizing Another issue to be addressed is downsizing. Downsizing is amanagement practice in which companies reduce the size of a company bylaying off employees. The focus may be monetary costs, time costs, or
technological costs (Cameron, 1998). This management strategy has becoming
popular, but management's motiva tion for this is not always obvious. Somecritics believe that downsizing is a way for management to show thestockholders that there is a need to keep costs down. Supporters of this strategy
argue that employee reductions are needed to maintain competitiv eness in thefast-changing global marketplace. Companies are strategically reducing
operations that are over employed while increasing employees in areas that add
value (Robbins, 2000). Downsizing is likely to have some undesirable outcomesas it affects employees' morale, motivation and productivity; service delivery,because of the loss of skilled employees; and departmental planning (Coleman,
2000). Managers must bear in mind that motivational factors are all linked and
affect one another. Multiculturalism Multiculturalism is another issue that isreshaping the workforce. Globalisation has encouraged immigration (Robbins,2000). Workforce diversity is changing companies today and the workforce will
become even more diverse in the next twenty years. Divers ity seems to begrowing in the business world, although it has always been there (Hopkins,1998). Having a variety of different talents to use and being able to improve
market understanding are some of the main benefits of managing diversity.Cross- cultural teams can create problems in terms of language differences and
the different ways of communicating, but can also be more creative. 2.3.6Downsizing Another issue to be addressed is downsizing. Downsizing is a
management practice in which companies reduc e the size of a company bylaying off employees. The focus may be monetary costs, time costs, ortechnological costs (Cameron, 1998). This management strategy has becoming
popular, but management's motivation for this is not always obvious. Somecritics believe that downsizing is a way for management to show the
stockholders that there is a need to keep costs down. Supporters of this strategyargue that employee reductions are needed to maintain competitiveness in thefast-changing global marketplace. Companies are strategically reducing
8/8/2019 Jawad Dissertation
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operations that are over employed while increasing employees in areas that add
value (Robbins, 2000). Downsizing is likely to have some undesirable outcomesas it affects employees' morale, motivation and productivity; service delivery,because of the loss of skilled employees; and departmental planning (Coleman,
2000). Managers must bear in mind that motivational factors are all linked and
affect one another. Multiculturalism Multiculturalism is another issue that isreshaping the workforce. Globalisation has encouraged immigration (Robbins,
2000). Workforce diversity is changing companies today and the workforce will become even more diverse in the next twenty years. Diversity seems to be
growing in the business world, although it has always been there (Hopkins,1998). Having a variety of different talents to use and being able to improve
market understanding are some of the main benefits of managing diversity.Cross- cultural teams can create problems in terms of language di fferences andthe different ways of communicating, but can also be more creative. 2.3.6
Downsizing Another issue to be addressed is downsizing. Downsizing is a
management practice in which companies reduce the size of a company bylaying off employees. The focus may be monetary costs, time costs, ortechnological costs (Cameron, 1998). This management strategy has becoming
popular, but management's motivation for this is not always obvious. Somecritics believe that downsizing is a way for management to show the
stockholders that there is a need to keep costs down. Supporters of this strategy
argue that employee reductions are needed to maintain competitiveness in thefast-changing global marketplace. Companies are strategically reducingoperations that are over employed while increasing employees in areas that add
value (Robbins, 2000). Downsizing is likely to have some undesirable outcomes
as it affects employees' morale, motivation and productivity; service delivery,because of the loss of skilled employees; and departmental planning (Coleman,2000). Managers must bear in mind that motivational factors are all linked and
affect one another. Multiculturalism Multiculturalism is another issue that isreshaping the workforce. Globalisation has encouraged immigration (Robbins,2000). Workforce diversity is changing companies today and the workforce will
become even more diverse in the next twenty years. Diversity seems to begrowing in the business world, although it has always been there (Hopkins,
1998). Having a variety of different talents to use and being able to improvemarket understanding are some of the main benefits of managing diversity.
Cross- cultural teams can create problems in terms of language differences andthe different ways of communicating, b ut can also be more creative. 2.3.6Downsizing Another issue to be addressed is downsizing. Downsizing is a
management practice in which companies reduce the size of a company bylaying off employees. The focus may be monetary costs, time costs, or
technological costs (Cameron, 1998). This management strategy has becoming popular, but management's motivation for this is not always obvious. Somecritics believe that downsizing is a way for management to show the
8/8/2019 Jawad Dissertation
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stockholders that there is a need to keep costs down. Supporters of this strategy
argue that employee reductions are needed to maintain competitiveness in thefast-changing global marketplace. Companies are strategically reducingoperations that are over employed while increasing employees in areas th