Essay Writing Help on Organizational Change and its effect on workers

Organizational Change and its effect on workers

Introduction

It is the dream of every organization to excel and grow progressively to the attainment of its goals and mandate. Any chief executive would measure the strength of his or her leadership by the results realized by the end of every calendar year. Though there are many factors and inputs in a typical organization that contribute to either success of failure, manpower is very crucial. Many a time when targets are not met, more often than not, the management will point accusing figures at the workers or even terminate the services of others. What this kind of management style does is to keep the workers scared, unfriendly, and demoralized, and develop a negative work attitude (Iftikhar & Qureshi, 2014).

Effecting change in organizational management brings the sense of new beginning to the workers, thus removing the inclination of yesterday’s failures. Organizational Change is the most rewarding action that leaves a remarkable effect upon the personnel across the ranks. These changes may touch on the structural aspect of the organization, systems improvement, possibly from the traditional setting to a more ultramodern technological improvement, and so on. This will call for the management to invest heavily so as to realize these effects. Information and communication technology (ICT) is no doubt one of the areas of change and improvement for any organization in this century to make meaningful effects in the workplace. Firms have no choice but to reorganize the workplace for the highly desired results. The most crucial areas of change in the organization are the enhancement of team work and crushing the negatives of hierarchies (Fein, 2012). With the dilemma faced by a majority of firms all over the world today, with big organizations under recess, receivership, closure, and others with their labor force in constant conflicts and strikes, industrial reforms are inevitable. These labor trends would beg for the question; does organizational change bring any effects on the employees?  

The Ripple Effects

Motivation is a force that moves an employee to give out the most with minimal or no supervision. On the other hand, an employee would not be able to adequately perform if the prevailing situations are demotivating. An unfriendly working environment is likely to be demoralizing for the working personnel, which brings diverse reactions from time to time, including low esteem and attitude towards work. A legalistic approach has been seen as the most effective means to make any organization to fail. This is true especially where the employees are pressurized with dos and don’ts. The worker’s service for the company to fulfill an obligation cannot be equated with the case where he or she admires what he or she is doing, and does what he or she admires. It is therefore a big challenge for the organizations to create conducive environments for their personnel so as to maximize the productivity at all times. The ripple effects are not only experienced at the rapport that the organization enjoys with its employees, but also in the organization’s turnover. Removing the possible barriers in the work place would make productivity more efficient in the sense that each employee would likely be willing to give out the best in terms of performance (Dastmalchian et al, 2014).

Ripple effects in any organizational change would need to be gradual and take a process, rather than being instantaneous. The organizational change is an interdisciplinary process that needs the management to put a lot of considerations in place to have positive effect on the whole setting. It is human for people to resist change for the anxiety of the unfamiliar in the comfort of the known. A well calculated organizational change would not only favor the organization but also the workers as well. The management’s unwavering focus on its core mandate while keeping the interests of the workers well taken care is a crucial component in the facilitation of organizational change. The key players in this process must embrace the reality that the effects of change may either take the organization forward or unfortunately to the fall (Senge, 2014).

  1. The Research Opportunity

Employee Centered Organizational Change

            The employee in any organization plays a central role in the entire system of day-to-day operations. Right from the managers to the subordinates, there should not be a breach from either side, from top down and vice versa. Organizational change can be termed as the process whereby an organization changes its operational and working mechanisms geared to cope up with new trends in the market or to redefine their strategic vision. The participation of the worker can never be overemphasized. In the wake of globalization and sharp market completion, the boardroom’s unilateral passage and the enforcement of the blueprint is deemed a failure (Burack, 1999).  The first step and gesture for the employee to benefit from these changes is the urge to paint a picture of recognition of the worker. This helps the employer to seal any loophole of losing in case the worker would feel aggrieved. Effecting organizational changes has been seen to have elaborate effects where the employee is seen to matter.

So many people may think that the salary review is all that an employee is concerned about. The answer would partially be yes, but no to a greater extent because the personnel wants growth for himself or herself as the organization grows. No because there are other more valuable incentives than material gain. Everybody covets to be special and valued in the place of work; such as if the manager would call the errands young man in early morning meeting and shout his name before the entire staff body, ‘Joe, you are doing the company a great service, since the beginning of the year I have observed your selfless zeal in handling your docket’. Such affirmation would make Joe to make endeavors and see what else he can do to keep him at that level of being seen as special and valued.

Personnel Development

A very important part of organizational change is clearly the packages that come with it for the employees. For instance, if the company is introducing sophisticated technological equipment and doing away with the old ones, the first thing they would do is to train the employees, obviously for no charge. Educating and training the workers on new skills and techniques is a crucial benefit that many professionals wish to have. This will serve as a motivation to boost the morale of the workers (Dastmalchian et al, 2014). On the other hand, every member of the workers would be eager to learn new skills and avoid being irrelevant in the industry. Constancy is a boring state of stagnation that more often than not people wish to shift from to embrace change.

Organizational Profile

The image of the company is squarely dependent on the kind of employees in this company. As much as the managers would be seen as a symbol of excellence or failure in various circumstances, the general employees’ body has the pivotal role in the overall results. In the competitive market, world organizational change helps the company to adjust to the standards (Burack, 1999). This will in turn make the employees adjust and streamline themselves to face the challenge. The efforts by the employee to meet the higher standards will reciprocate to the improvement of their competences, thus earning better recognition of professionalism and personal career growth. The company adjustments and change process would then broaden an individual’s skill and clear the ladder of one’s career landscape.

Changes endeavor to develop an organization’s performance. Organizations set up resources to increase and improve vitality of their structures, procedures, and manpower capital, and acquire skillful view on what is erroneous, what is outdated and obsolete, what needs improvement, and what can be improved. The consequential work redesign, job reallocation, modifications in reporting relations, dismissals, and innovative methods of undertaking the job, all these recompense performers and eliminate stooges , thereby stimulating equity amongst the workforce (Tannenbaum et al, 2013).  Such modifications, as much as they create nervousness and uncertainties at introduction, their outcome ultimately boosts employee motivation, morale, and self-worth.

Literature Review

            The general workers’ participation has not been acceptable in the history of industrialization in many parts of the world. However, at the turn of the era of improved technology, it has turned to be the way to go. The breakaway from monopoly and the rise of liberal market organizations have no choice but to follow. According to Christopher Gunn (2011) teamwork and reduction of supervisory officials, while giving the workers the leeway to drive the productivity, has been seen as the way to go. Gunn (2011) further explains that participation of workers is less problematic and more efficient in the manning of organizational efficiency.            Anastasiou et al (2014), in their international business research put weight on the same debate. They have the view that, governed by the goals and objectives of the company, everything is achievable with the labor force happy and motivated at all levels in the organization. Job satisfaction would be brought about by various contributions. When the employee is disturbed or feels that his or her interests are at jeopardy, many reciprocating effects are likely to follow, such as inefficiency, low self-esteem, and absenteeism (Anastasiou et al, 2014). In the literature, there is an abundance of affirmation regarding workers’ motivation and satisfaction. A number of extrinsic as well as intrinsic variables do influence the intensities of worker’s job satisfaction. Worker’s satisfaction would be defined as an emotional or affectionate response towards a number of aspects of a specific work (Bassett et al, 1998).

 The compensatory gesture from the organization yields to job satisfaction for the worker, thus serving as an incentive for the employee to give out the best (Board, 2013). These may however be dispensed through rewards, bonuses, paid holyday trips, professional upgrade training scholarships and so forth and so forth.  Such incentive would influence various traits at work place such as productivity, aptitude, truancy, revenue rates and employees’ welfare in general (Lynch et al, 1999).  

Employment satisfaction may differ according to the style of human resource administration practices as well as job recognition, motivation of the employee, recompenses, career forecasts and organizational guarantee (Wehman et al, 2000). In many organizational setting, the connection between stimulus and job happiness is not very clear, it may be exemplified by way of possibly motivational concepts, being categorized into two chief classes; ‘process’ and  ‘content’ theories (Faigley,1986). ‘Content theories’ specifically are related generally to job satisfaction which assumes interrelationship between enhanced performance and job satisfaction, on the other hand ‘process theories’ is keen majorly on the details of  the interrelationship between performance, motivation and satisfaction (Steyaert, 2007).

Even though majority of researchers tend to major on skills of the employees as well as leaderships abilities at various categories of the management among other human traits in the work place, one more aspect is very crucial as far as facilitating change is concerned (Johnson, and Sinatra, 2013). Systems and structures are a very fundamental aspect of organizational change. The tools of work in the organization speak a lot when it comes to the efficiency and attainment of the objectives of the organization (Tannenbaum et al, 2013).  For example the workplace settings need to have proper utility facilities. The engine of the working environment must be in a way that the workers are not faced with difficulties. All the departments must be updated to meet the occupational health standards, especially the ventilation of the place, fire safety precautions, lighting systems among others (Perry and Myers, 2013).

The equipment’s proper functionality such as computers, copiers, company transport need to be upgraded to standards. Faulty machinery is a sign of retardation and therefore calls for change to fit the standards (Pantula, 2014). Such standard would motivate and encourage high performance environment. Safety in the work place must be a key concern in the heart of the organizational change. Not only should there be installations of surveillance but also qualified personnel to ascertain quality security maintenance especially in the wake of terrorism and organized crime. The workers in a place where safety is a priority are likely to perform with high pleasure (Lyon, 2013).  

Literature Gap

In many places across the globe violence is the order of the day between the employer and the employees. According to Leary Kelly and others, these violence moves emanate from the terms of working relationships. If the employee feel unsecure and the employee is not willing to scent any ground in terms of reforms and organizational change. These hardliner positions only yield to aggression and violence. In more often than not situation, the employee underperforms and if possible seeks for ways to subdue the organization, either through sabotage, malice or otherwise (Leary-Kelly, 1996).

These concerns receive minimal or no attention at all from the researchers. There is so much that is in the missing gap in the sense that these aggressions are either ignored or the researchers think that they are not selling. So much of the untold pain is what these two (the employee and the employer) undergo without proper publicity (Pope, 2004).  For instance, a Mr. Smith enterprise has gone under receivership. The reason is simply that the business has not been making substantial profits for the last five years. In case B, a Ms. Karen would not pay her mortgage and thus she has lost her car to the auctioneers. The simple reason for Karen’s predicaments is that her employer showed her the door simply because he did not like her performance. These hypothetical scenarios would go on and on for the untold suffering is immense. These situations are as a result of refusal to exercise organizational change. The outcome of the prolonged status quo is what we can call organizational-instigated violence and organization-motivated aggression

Assumptions and Biases

In this research topic: “Employee Centered Organizational Change”, assumptions and biases could not be avoided just as is reflected in the table below.

My roleMy bias, assumption, worldviewRealizationAwareness (immediately or targeted exploration)
I served as a supervisor with a leading IT company in the US. For twelve yearsI assumed that as a supervisor I had enough powers decide what the team under me was to doThe IT department is so sensitive that the employees need to work as a team and contribute in the decision making so as to ensure safety of data among other threatsAm required to explore the complexity of the data safety, development and new technique to compete and remain relevant in the information world
After the IT supervisory role I ascended to the position of Human Resource ManagementI often times thought our personnel was disrespectful.All that the personnel need of the managers ids the affirmation of each individual’s worth no matter what level they serve the organization.I need to develop an interpersonal relationship with the entire employees’ body and proper communication system to involve the each one to decision making process for the much desired organizational change.
Late last year I have tasked with the responsibility of spearheading the process of drawing the strategic paper for the next 5 yearsMy assumptions have been that only the upper level managers are the only people to involve and collect their views and inputsI don’t have all the monopoly of expertise. And for the members of staff to easily buy the changes, they must identify with it from the onsetThe entire body of the staff will not have to struggle with the implementation of the strategic paper for they see it as their own, other than from the big office
ComponentSpecific to Your Proposed Research
What? Or How?How can the Multinational companies overcome  
Organizational ContextOrganizational resistance to change 
Managerial ContextOwing to the complexity of the competition in the industry 
Industry or SectorOf the IT systems  
Theoretical Context To remain relevant  in the market
Methodological Context And grow its capital base with an extra digit
  1. Research Question

Research Question 1: How would the general staff of the multinational companies win the confidence of the entire staff to embrace the organizational change?

Research Question 2: What attitude should the upper level managers portray down the hierarchies in announcing change for the company higher turnover plan?

Conclusion

Organizational change is inevitable in the workplace irrespective of the worldviews different offices hold in this regard. Change however would make or break the organization if not properly dispensed. Since it appears that change exerts more weight upon the employees, then care consideration must be made to cushion the interests of the workers. The interests of the workers will be seen to be taken care of if the members of the staff will be involved in the decision process, rather than the managers just making a pronouncement one morning without the awareness of the general staff. The implementation of change leaves the organization with quite eminent effects in both the task and the personnel. The task will have some ripple effects in that either there will be noticeable trend of change either on the rise or the unfortunate fall. On the other hand, the personnel will portray excitement and celebration of the turn of events or on the centrally portray disappointment and eminent resistance of the said change. It is a win–win situation if the change is welcome and celebrated. This will be so because change brings growth and posterity. If, therefore, the organization grows, then the employees will also grow in the sense that benefits among other privileges would be possible, as opposed to if change is resisted – the opposite will be likely. Important to note is the positive gesture that accompanies change and especially if it is seen to be employee driven. The employees own the process and always have a positive attitude towards work. Motivation is the internalized condition that the organization that embraces change will be able to enjoy. Other traits of leadership that the management needs to employ include proper communication; communication would help the organization to undergo the change with everyone on board. The importance of this is the fact that there is the central mandate of the organization to navigate through challenges to a foreseeable future. Communication breakdown would deny the workforce the prospective bigger picture. Hierarchies are more often than not an impediment of harmony and the sharing of information without reservation. It is worth noting that organizational change that is forged with the worker in mind has the highest probability to bear fruit.

References

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Lynch, P. D., Eisenberger, R., & Armeli, S. (1999). Perceived organizational support: Inferior versus superior performance by wary employees. Journal of Applied Psychology, 84(4), 467.

Lyon, D. (2013). The Electronic Eye: The Rise of Surveillance Society-Computers and Social Control in Context. John Wiley & Sons.

O Leary-Kelly, A.,M., Griffin, R. W., & Glew, D. J. (1996). Organization-motivated aggression: A research framework. Academy of Management.the Academy of Management Review, 21(1), 225. Retrieved from http://search.proquest.com/docview/210945426?accountid=1611

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Senge, P. M. (2014). The dance of change: The challenges to sustaining momentum in a learning organization. Crown Business.

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Wehman, P., Wilson, K., Parent, W., Sherron-Targett, P., & McKinley, W. (2000). Employment satisfaction of individuals with spinal cord injury. American journal of physical medicine & rehabilitation, 79(2), 161-169.