An employee’s perception of organizational restructuring can vary greatly, particularly when it comes to morale. For the purpose of this literature review, we will define morale as the feelings of enthusiasm and loyalty that a person or group has about a task or job (Merriam-Webster). Also for the purpose of this literature review, we will use Caplow’s (1976) definition of an organization which is, a social system deliberately established to carry out some definite purpose (p. 3). Employees’ work morale is very difficult to decipher, and is very unsettling, highly dynamic, and sensitive to many factors. This includes individual differences, jobs, and workplace variations (Yang, 2009).
According to Swanson and Power (2001), “Organizational change and restructuring is often perceived as leading to increased occupational stress, impacting negatively on the psychological well-being of employees (p. 161).” The uncertainty of future employment for remaining employees after a restructuring process can lead to high stress levels, low productivity and overall dissatisfaction with their current or new roles.
The white-collar workers were defined as managerial, professional and technical (MPT) workers. Yang (2009) compared two datasets from nationally representative employer/employee to specifically investigate 1.) The extent to which employee’s loyalty to their employers changed due to the restructuring, and 2.) How various factors affect the organizational loyalty. Various factors that were viewed were things such as: work restructuring, changing internal labor market, and use of teamwork (p. 574). A Likert scale was used in analyzing the data sets and the dependent variable of work morale used was the same item, which is: “I feel proud to be working for this organization” (Yang,
I am a shift leader for Walgreens Inc. I work at one of the financially worst stores in the district. The possibility of the store being close is even greater because the store cannot meet sale goals. Naturally, the heaviest burden is places on the team members. For example, team members losing hours, causing team members to lose sales, more responsibility placed on team members, and less chances for team members to recharge and relax. Eventually, these changes in the workplace dynamic could cause severe reductions in team members’ morale, in an otherwise normally positive and happy staff. Therefore in this paper, I will provide ground breaking research that explains the issues of low staff morale and propose ideas for coping with
There are many different causal reasons for the existence of this problem with employee satisfaction and morale. In this paper, I will address what I believe to be the most important factors that contribute to this problem. This employee satisfaction problem, and its causal and symptomatic problems, impacts the department in many ways. For example, we have lost valuable employees resulting in unnecessary attrition. There is a loss in productivity that results from the time and energy that many employees spend dealing with components and symptoms of the individual problems. This wasted t...
Kanter, R.M., Stein, B.A. and Jick, T.D. (1992) The Challenge of Organizational Change (New York: The FreePress).
Different facets of organizational behavior were addressed in the three articles reviewed for this project. Pay Satisfaction, Job Satisfaction, and Turnover Intent by Parbudyal Singh and Natasha Loncar examines the relationship between employee position and salary satisfaction and job turnover. The 4 Rs of Motivation by Michael Maccoby suggests a formula from which leaders should pull to motivate subordinates, and Relations Between Leader-Subordinate Personality Similarity and Job Attitudes by Lior Oren, Aharon Tziner, Gil Sharoni, Iafit Amor, and Pini Alon examines the effect the relationship between leaders and subordinates has upon job satisfaction.
Organizational change affects all levels and individuals of the organization in question. Although a change effort can originate in any part of the organization, it will eventually require strategic effort from the top and buy-in from the bottom in order to be sustained.
Not only the type of the work employees are required to do changes, place, method, and environment of the work is also subject to transformation. With high turnover being common characteristic among modern organizations, people have to work in teams each time composed of different people.
Duboff, R. (1999). Loyal Employees Are a Key Link to a Firm's Value. Journal of Management in Engineering, 9.
Change in an organization occurs when an organization identifies an area of where necessary change must be undertaken, examines it thoroughly and adapts to it. This may lead to gaps where employees may not adapt to a certain change and therefore it is important that an organization takes into considerati...
Organizations go through different life cycles similar to those of people. For example, people go through infancy, child-hood and early-teenage phases, which are characterized by rapid growth over a short period of time. Similarly, Organizations go through start-up, growth, maturity, decline, renewal and death. Employees in these phases often do whatever it takes to stay employed. (Ciavarella, 2001)
Motivation is key in the workplace. It is developed from the collaboration of both conscious and unconscious principles such as the strength of desire or need, motivating force or reward estimation of the objective, and desires of the person and of his or her peers/co-workers. These elements are the reasons one has for carrying on a specific way. An illustration is an understudy that invests additional energy contemplating for a test since he or she needs a superior review in the class. The Inside and outside principles that animate want and vitality in individuals to be constantly intrigued and centered around their work, part or subject, or to try to achieve an objective.
I have assisted Dr. Whitsett of the University of Northern Iowa psychology department in the writing of his book on merging companies with different organizational cultures. For Dr. Whitsett, I selected and condensed pertinent information from audio-taped organizational interviews. Dr. Whitsett's book has not yet been submitted for publication. My research experience will be expanded during the spring, when I will be assisting Dr. Whitsett with a research endeavor on Vroom's Expectancy Theory. I will also be a teaching assistant for Dr. Whitsett's psychology research methods class.
Completing a task, whether it be mentally challenging or physically challenging, in order to reach a certain goal, is what defines work. When that work starts to bring in income for you, you can categorise that work as your career. Many people look at their job from a different angle in order to improve the satisfaction that they get from it. They try to find enjoyment out of their job in order to see it from a different angle and seek some enjoyment out of it. By definition, if you are getting any sort of pleasure from your work or you are completely satisfied with the way it’s going, if you are receiving income for the work then it cannot be considered as working. Throughout this essay, points will be made in order to back this up as well as stating ways in which pleasure can be found in your work by enforcing a positive workplace. By shining positive light into a workplace, we are able to increase the
...change and stress by soliciting input from managers and employees making it more likely to produce comprehensive stress management strategies that can target the organization as well as the individual for change (Murphy, 1995). The issues of individual resistance to change, the potential sources of stress and consequences of change and stress on an organization have been addressed in this paper. For all that has been written about change and the effects of change, there is still so much more to be learned (Longenecker & Fink, 2001; Washington & Hacker, 2005). Future studies would profit from the use of additional measures to cross-validate findings of the relationships among workplace stress and organizational change (Vakola & Nikolaou, 2005). One can only hope that future questions about organizational change and stress management can continued to be answered.
Since people are always dealing with certain changes in their lives, they are always dealing with some type of stress. One of the biggest growing issues with stress is stress in the workplace. According to Northwestern National Life, one-fourth of employees view their jobs as the number one stressor in their lives (“Stress at Work,” 1999).... ... middle of paper ...
In Today’s world, the composition and how work is done has massively changed and is still continuing to change. Work is now more complex, more team base, depends greatly on technological and social skills and lastly more mobile and does not depend on geography. Companies are also opting for ways to help their employees perform their duties effectively so that huge profits are realized in the long term .The changes in the workplaces include Reduction in the structure of the hierarchy ,breakdown in the organization boundaries , improved and better management tactics and perspectives and lastly better workplace condition and health to the employees. (Frank Ackerman, Neva R. Goodwin, Laurie Dougherty, Kevin Gallagher, 2001)