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
Due to the sudden cut-off of bonuses, the termination of employees, ignoring employees, lack of trust, and managements reaction, the overall work culture at Engstrom has been eliminated. It is imperative to upkeep workplace culture because it is a direct correlation to job satisfaction, innovation, and employee pride; these are determinants of whether employees choose to leave the job, or stay. It is in Engstrom’s best interest to keep good employees on board; incentives must be in place to assure such. Workplace culture is the most difficult to repair; and the most important to address. To successfully repair workplace culture, management must assure the following: employees are satisfied with their tasks, employees must enjoy working together, must understand and believe in the company values, employers must reward good work, both management and employees must be aware of the mission statement, and that all management leaders are all in sync (Saltzman, 2015). If these tasks are completed, the workplace culture, in theory, will slowly rise in a positive
When the merger between Al-tech Manufacturing and Border Manufacturing took place, the layoffs caused the employees to react in a way that could possibly cause the company harm. There was a drastic drop in morale and production. The employees showed signs of stress and were feeling unappreciated. Jill’s production slowed because she was uncertain of what changes were going to coming and wanted certainty about exactly what her job was going to be. Jill needed to feel like she was an asset to the team and needed to be given clear direction on where her job was headed. It is important to show your employees that they have an important place in the company and that they can have a clear vision of where the company is headed. Anne was an energetic
Due to the sudden cut-off of bonuses, the termination of employees, ignoring employees, lack of trust, and managements reaction, the overall work culture at Engstrom has been eliminated. It is imperative to upkeep workplace culture because it is a direct correlation to job satisfaction, innovation, and employee pride; these are determinants of whether employees choose to leave the job, or stay. It is in Engstrom’s best interest to keep good employees on board; incentives must be in place to assure such. Workplace culture is the most difficult to repair; and the most important to address. To successfully repair workplace culture, management must assure the following: employees are satisfied with their tasks, employees must enjoy working together, must understand and believe in the company values, employers must reward good work, both management and employees must be aware of the mission statement, and that all management leaders are all in sync (Saltzman, 2015). If these tasks are completed, the workplace culture, in theory, will slowly rise in a positive
Employee turnover represents a practical problem to an organization in terms of loss of talent and additional recruitment and training cost. Only a few studies have explored the effects on intention to leave (i.e. Daily & Kirk 1992) . Therefore, the underlying process through with organizational perception leads to employee turnover remain largely unknown. I am not going to consider gender, age or race in this study. I am not going to consider individual employee titles. I am not going to study samples of over 60 people. I am not going to divide HR non-exempt employees by individual HR departments.
Change in an organization, especially a growing organization like the one I currently work for is expected. This change can cause stress which can lead to job insecurity among employees. This is something I am currently dealing with. Our company is quickly growing and adapting
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.
Omar, M. W., & Jusoff, K. &. (2010). Employee Motivation and Its Impact on Employee Loyalty. World Applied Sciences Journal 8, 8(7), 871-873.
In cultures that value loyalty to the employer, a kind of family relationship seems to develop between employer and employee. It is a reciprocal arrangement, which the employer is concerned with assisting the employee to develop to his or her full potential and the employee is concerned about optimizing the welfare of the company. The negative aspect to absolute loyalty to one company is that an employee may stay in one job that he or she has outgrow and may miss out on opportunities to develop in new directions. From the employer’s point of view, the employee may be burdened with employees whose skills no longer match the needs of the company.
Organizations are active systems and they cannot work if any of their systems will not work efficiently and smoothly. Above all understanding the relationship between organizational restructuring and its employees is the key to humanizing your organization’s capability to move through change effectively. In organizational restructuring organizations need insight into where to best utilize the talent. In addition to that organizations need to be able to handle conflict because organizational restructuring brings about stress and conflict. Being able to predict how each employee will respond to stress and conflict is the key to managing change smoothly.
In every work place you will find employees who are happy with what they do and employees who are just there to complain and collect a paycheck. My topic for this discussion will cover job dissatisfaction.
Organisational change can cause stress for employees at all levels of an organisation, one of the main causes of increased employee stress during organisational change is employees’ perception of organisational change as a threat; many employees feel that there may be a threat to their job security, their status, or their ability to achieve if the conditions of their work are altered (Dahl, 2011). Employees may face changes in their written contracts and also in their implicit psychological contracts during organisational change, the change to these unwritten contracts can result in increased stress due to feelings of anger or betrayal by employees as they feel that they no longer know what to expect from their employer (Robinson & Rousseau, 1994). In addition, if employees do not feel that the organisation acts in a fair and just way they are more likely to
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.
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)
...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.