вторник, 2 апреля 2019 г.

Psychological Contract And Motivational Problems Management Essay

mental Contract And Motivational Problems Management EssayThe recent transfigure of focusing at Wingos incorporating the new mission statements has matchn a lot of switch overs with employees both(prenominal) the managers and non-managers. This musical composition leave alone analyse the current issues at Wingos (Reading Store), what as gone wrong, wherefore it has gone wrong and how to make it better.The acquisition of Wingos by Melrose Plc has brought ab pop out a drastic change which has seen a change in the worry manner.Staffs throw off embraced this change with resentment and resistance which will be out clienteled in the account. Some facultys deem become disillusioned and left epoch roughly had decided to get and resist the changes and this as seen a great chuck out in lateness and absenteeism as well as depressed productivity.The fundamental beas addresses be the mental specify, pauperization and the forethought problems. This report has been struct ured in the pursuance elan. The first range communicate the issues with the use of relevant theories and research. The second part draw up conclusions on the findings and analysis and fin totallyy, the third part of the report suggested approximately attainable passs.One major problem set with Wingos is the mental contract. The psychological contract has been humbled on both the way and the employees side. harmonise to Robinson, Kraatz, Rosseaus(1994) the psychological contract is an unwritten agreement that exist between employers and their employees, moment what employers expects from it employees and what the employees expect of their employers (Mullins, 2005). As well as the managers expectation of the plys such as displaying a positive attitude, be responsive to leaders lure and spurt diligently, the employees similarly expects the counselling to be fair, trus cardinalrthy and create opportunities for explainment (Boddy, 2008). before the new management started, the mental facultys dwell on the ageing psychological clear up which is I will induce hard for and act with loyalty towards my employer. In kick in I expect to be retained as an employee provided I do not act against the interests of the giving medication. I likewise expect to be given opportunities for development and promotion should circumstances make this possible. (Torrington et al, 2008). The new Wingos management have broken this psychological contract. Staffs who had joined straight from school and having the tone for a congeal-on for carriage, hoping to stay until retirement and get promoted according to their length of service has seen all of this packn away from them. This has government issueed to overleap of commitment from facultys as well has lack of motivation. Some of the provides believe the new management has broken the psychological contract and this eject be support by pose Kidder (1994) who suggest that when the psychological contra ct is broken, mental faculty reduce their commitment to the placement and some of them argon less willing than ever to give their all for the rock-steady of their organisation. (Cited in www.internationalmta.org). Some staff playing by the old psychological contract became disillusioned and left the organisation whilst some staff decided to stay and resist the changes. This action house be supported by Herriot and Pemberton (1995) where they describe a typical reaction to breach of the psychological contract as to leave to stay or keep your cope be menial parapet, or to stay and take your vindicate. Some of the staffs that decided to stay and resist the change can be seen as taking revenge against the management and by doing this, it could lead to de-motivation and can provide in humbled productivity and high absenteeism.B. MOTIVATIONAL PROBLEMSMotivation is one of the major problems Wingos is veneer currently. De-motivation has been made obvious by the attitude and behavio urs of the staff after the change in management. Motivation is very important to Wingos because there are a lot of potential gain from it such as high productivity, junior-grade labour turnover and broken in absenteeism.It is obvious from the staffs that they are de-motivated seeing from their carrying out as well as the stores performance. There is evidence that staff had low morale and according to Herzberg 2 factor theory (1959) the staffs wants to have a sense of contactment, and chance of improvement (Mullins, 2005). Staffs come in whenever they want, the shop write up looks in general untidy which reduces productivity and staff are not in agreement.1. Low Productivity Less motivated staffs function to have low productivity. It is evident that the traditional Wingos and the new Wingos have productivity issues. With the traditional Wingos wage had fallen drastically which lead to the new system tho disrespect productivity did not improve. The lack of motivation has s ettlemented in some staff delivering reduced level of productivity. Low productivity could be as a result of conglomerate factors. Such factors includes competency (www. police squad buildinginc.com) that is the staffs from the traditional Wingos had fairly bit work and not particularly challenging, which means they were not really raise in the root of how to carry out their work. And in the new Wingos, conversations with various staffs have made it clear that staffs find it difficult to do their job properly because of general lack of training. Taylor (1911) motivation theory describes how the application of scientific methods to the management of workers could improve productivity. (www.netmba.com). He also went ahead to argue that workers submit close supervision and control to enjoy there work and they should be given the necessary training in other for them to work efficiently. McGregors (1960) conjecture X supports this reaction that workers are viewed as lazy and wish t o bend responsibility (www.tutor2.net). Another factor which can cause low productivity is the productivity standard (www. police squadbuildinginc.com). It is evident at Wingos that there has been lack of communicating between the staff and their line managers and the line managers with their district manager. There are no set standards or clear definition of the standard performance and this could result to de-motivation amongst staff. Locke (1975) supports this reaction to identify this motivation behaviour. harmonize to Lockes address- setting theory Wingos staffs have been de-motivated because there is no clear goals on what they need to achieve to increase productivity and there is no appropriate feedback on why there has been decrease in their productivity (Mullins, 2005).2. Lateness and Absenteeism Following the acquisition by Melrose Plc and the introduction of new ways of doing things and also the break in the psychological contract, there has been a marked increase in la teness and absenteeism. This lateness and absenteeism increase could be as a result of various factors such as stress. Mitch McCrimmon in his article on How to Manage Absenteeism states that Motivated employees overcome obstacles to make it to work. The find to reducing employee absenteeism is to create a culture where employees want to come to work. (www.suite101.com). He also mentioned that factors such as stress keep staffs away from work because they are not motivated enough to be at work in the first place. Signs and Symptoms of stress at bottom Wingos staffs includes low morale, absenteeism, performance (levels of get out wastage were high), relationship at work (tension and conflict between colleagues) and so forth According to Vroom (1964) motivation theory, he believes that all three core image of his expectancy theory must be met for staffs to be motivated. Currently, staffs at Wingos are not getting the intrinsic rewards they expect such as sympathize with managers. All of this could lead to stress and as a result lateness and absenteeism is common.3. inadequacy of Team Spirit Another problem identified was the lack of team spirit. Staff are not seen to be productive because they are seen operative on their own and there was less practiced of team working. The lack of team spirit as seen, as resulted to staff feeling de-motivated and wanting(p) direction. One staff cannot do a teams work and if the team is not working together, one-on-one will become stress which could lead to de-motivation and the line will not be achieved. This can be supported by Adairs model of leading function that a task require to be achieved by not one person alone a team, the team needs should be met because if not met, an individual will be disgruntled which could lead to de-motivation and the performance of the task will be impaired (www.teambuilding.co.uk). This wherefore suggests that, management has set up teams and has not directed in the rightfulness way and therefore leaving the staffs de-motivated.4. Personality Issues Huczynski and Buchana(2007) defines personality has The psychological qualities that influence an individuals characteristic behaviour patterns in a stable and distinctive manner. (cited in Armstrong,2009) The differences in an individual can determine what motivates them. Every person is distinguishable from every other person in some respects but similar in other respects. As it can be seen with the staffs, some staffs left the smart set because the psychological contract of promotion was broken while some staff stayed behind to resist the change.C. MANAGEMENT PROBLEMS1. Leadership elan/Management Structure One major issue identified is the leadership and management style. About.com 18/11/09 defines leadership as the art of incite a group of people to act towards achieving a common goal (www.about.com). The current situation in Wingos suggests that there is a fault with the leadership because, rather than the employees getting motivated, they have been de-motivated. According to Carnall (2007) when problems such as low motivation and low morale of employees, conflict between departments as seen amongst regular and the weekenders and lack of capacity to adapt to changing circumstances as seen with the staffs generally occurs then there is a basis to conclude that the structure of the organisation is poor (Carnall, 2007). It has become obvious that most of the staff in unheeding of their working time or days have found the top-down management style oppressive.According to Kotter (1990) Management is to a greater extent to do with planning, haughty and putting appropriate structures and systems in place while leadership is more to do with anticipating change, coping with change and adopting a visionary stance. (McKenna, E 2001). earlier February 2008, the management style that exists was the Laissez- Faire style. Managers provided little or no direction and gives staffs as much fr eedom as possible. After March 2008, the management adopt the autocratic leadership style. Manages retain as much power and decisiveness making and did not consult staffs or allowed them to give any input. Herzbergs (1966) two factor theory supports this behaviour that before the change, staffs were motivated by the motivators (satisfier) such as chance of promotion, sense of achievement, interest in the job etc. While after the change, with the hygiene factors such as pay, company policy, the miscellanea of supervision etc do not lead to higher levels of motivation but without them there is dissatisfaction (www.accel-team.com). Scholl (1981) claims that pay alone will not motivate an individual (Mullins, 2005).2. Performance Management System (PMS) The critical factor of bringing this change in to place is to have the right number well learn staff and motivated. As a result of this change, the opposite of the aim was evident. Staffs were well de-motivated and lost their morale which can be seen as a result of the managers behaviours. The managers assume according to McGregor Theory X (1960) that employees must be jeopardize with punishment to get them to put in decent effort at work (Thomson, 2002). The staffs felt the system is unfair and this is as a result of improper use by the managers. This is an evidence of the autocratic leadership style. The managers can be seen not consulting the staffs or allowing them to give any inputs. The system that has been put in place to benefits the company, the managers and the staffs by seeing to the needs and development of staffs has been employ improperly. Some studies over the past years shows that this type of leadership could see organisation having high turnover and absenteeism and this is evident at Wingos. (www.essortment.com)3. Lack of conference Wingos has introduced a drastic change following being part of Melrose Plc. The management style had change. There is no evident to suggest that staff were fu lly enlightened about the new changes introduced. One main complaint identified was that there is lack of communicating between employees and the management and even within the managers and the next level up.4. Lack of training Staffs had not been properly prepare on the new changes and this has reduced their output and not able to do their jobs properly.CONCLUSIONThe analysis and findings concludes that staffs have become de-motivated as a result of the drastic change in the management and leadership style. The change has caused danger amongst the staffs such as staffs leaving and some staying back to resist the change. mental contract as been broken and which has seen some staff left the company and there has been low productivity. This is supported by Parks Kidder (1994).Managers had used tools such as Performance Management System which is supposed to motivate staff to de-motivate them.There has been lack of communication which has resulted to staffs being resentful and resist ing change.All this issues needs to be addressed for the company to be successful. If not resolved, there could be a further decrease in productivity, increase in absenteeism and staff loss to competitors.In other for all of this to be resolved, there are key areas that need to be addressed, such as the psychological contract, motivation of staffs and the management style.RECOMMENDATIONPsychological ContractDue to the fact that, the psychological contract is perceived to have been broken, a new contract should therefore be established.Rousseau and Greller (1994) describe the psychological contract as a contract that encompasses the actions employees believe are expected of them and what response they expect in event from the employer.(Cited in www.gowerpublishing.com). The only way for staffs to be aware of the actions expected of them by the management and what response they expect in return from the management is by undertaking a staff survey, to be completed by both staffs and m anagers. This should help identify the expectation from both staff and could help extrapolate the new contract.Effective ChangeFor an organisation to be successful when carrying out changes, there are three necessary conditions to be met which includes awareness, capability and comprehension (Carnall, C). It is important for staff to be aware of the changes that are going to take place in any organisation because according to Mayo (1949), he concluded that workers are best motivated when there is better communication between them and their managers. (www.tutor2u.net). As well as communicating with staffs, if they are include in the decision making, they are more likely to accept change. Staffs also need to be capable and be sure they know what is required of them and this can only be effective if staffs are given adequate training.Therefore, it is recommended that staffs should be well informed by having regular meetings with their line managers (this can bridge the violate betw een the full-time staffs and the weekenders and also create good team spirit), staffs should be well trained in other for them to do their jobs accurately and should be involved with decision making by creating speck boxes and implementing some of the suggestions. And if a suggestion is used, the staff should be rewarded.Employee AppraisalIt is recommended that, the management re-visit the PMS which is to see to employee appraisal rather than punishment. Staffs needs to understand why the PMS has been put into place and what benefits are available for them in it. Staffs have different personality and are diverse in their own way and managers needs to understand the individual needs of their staffs. Following a staff appraisal, knowing that the managers are aware of their personal needs and goals, they will tend to be more motivated, and in return there will be high productivity, high labour turnover and staff retention.RelationshipThe managers should develop an interest in their st affs by getting to know them, their way of life and their families.According to a CIPD survey, a good relationship between employees and line manager is the most important factor for motivating staff and establishing a positive psychological contract (Thomson, 2002).The staff appraisal can also build the relation between the staff and their managers. One of the benefits of appraisals is that, staffs experience better relationship with their managers and vice versa (Thompson, 2002).This recommendation can help build the gap between the workforce by creating a good team spirit. observe AbsenceStaffs sickness absence should be monitored. It is recommended that line managers should interview staffs when they return back to work to identify the reason for their sickness. And if the sickness is work related, managers should examine that the situation is dealt with appropriately.Management TrainingThe type of leadership style recommended at Wingos is the Democratic style. Before February 2008, the type of leadership practiced was the Lassie Faize style which saw the company going down. After March 2008, the new management introduce the autocratic style which saw staff de-motivated and some staff left the company. Introducing the democratic leadership style, will increase motivation amongst staff and staffs will support the vision of the company and the company generally will see growth.Therefore, all managers should be trained on how to motivate their staffs and learn the approach of the democratic or participative leadership style. Although this is a good recommendation as it will see increase in staff inputs towards Wingos, besides cost of training should be considered.Exit InterviewsRetention of employees should be addressed by interviewing staffs before they leave to identify why they are leaving. If the reason for leaving is given, it should be dealt with in a positive way and it should be treated discreetly. Although some staffs may choose not to disclose the ir real(a) reason of leaving, it is highly recommended that manager doing the exit interview should not be well known to the staff leaving. This is because staffs tend to open up more when they are in a neutral environment.

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