Motivating Employees under Unfavourable Conditions
It is a great deal easier to motivate employees in a growing organization than a declining one. When organizations are expanding, promotional opportunities, pay rises, and the excitement of being associated with a dynamic organization create feelings of optimism. When an organization is shrinking, the best and mobile workers are likely to leave voluntarily.
Morale (士气) also suffers during decline. People fear they may be the next to be made unnecessary. Productivity often Suffers, as employees spend their time sharing rumours and providing one another with moral support rather than focusing on their jobs.
The literature on goal-setting theory suggests that managers should ensure that all employees have specific goals and receive comments on how well they are doing in those goals. Regardless of whether goals are achievable or well within management’s perceptions of the employee’s ability, if employees see them as unachievable they will reduce their effort.
Since employees have different needs, managers should use their knowledge of each employee to personalize the rewards over which they have control. Some of the more obvious rewards that managers allocate include pay, promotions and the opportunity to participate in goal-setting and decision-making.
| A．There is enough evidence to support the motivational benefits that result from carefully matching people to jobs. |
| B．For those whose jobs are secure, pay increases are rarely possible. |
| C．High achievers are motivated by jobs that are high in independence and responsibility. |
| D．Unfortunately, they are the ones the organization can least afford to lose—those with the highest skills and experience. |
| E．The answer to that depends on perceptions of goal acceptance and the organization’s culture. |
| F．Managers must be sure, therefore, that employees feel confident that their efforts can lead to performance goals. |
