CHANGE MANAGEMENT AND MOTIVATION

Change Management and Motivation

Change Management and Motivation

Introduction

In the current economically turbulent and chaotic conditions, the economical success depends on employees using their full talents. Nevertheless, despite the many existing theories and practices, managers often view motivation as something secret. In part this is because people are guided by different things and different ways. Addition, these are times when delayering and the flattening of hierarchies can create insecurity and lower staff morale. In addition, more employees than ever working part-time or on limited contracts, and these officers are often particularly difficult to motivate (George, Jone, 1999, pp, 236-238). Managing Change

Change management is the process used to successfully implement changes in the organization or implementation of policies. Why do we need to motivate staff? A survival (Stephen, 1997, pp.89-109). Motivated employees are needed in our rapidly changing workplaces. Motivated employees help organizations survive. Motivated employees are more productive. To be effective, leaders need to understand what motivates employees in the context of the role they perform. Of all the functions manager performs, motivating employees, probably the most difficult. This is due, in particular, the fact that what motivates employees changes constantly (Folger, Konovsky, 1989, pp115-130). For example, studies show that as the employees income, money becomes less of a motivator (Stephen, 1997, pp.89-109). In addition, as employees get older, interesting work becomes more motivator.

In order to implement change, managers must start with the basics. Change requires more than just time. As a leader, managers should be prepared to increase training, document new processes and procedures, and enables teams to learn, grow and make mistakes. Managers must constantly work and apply new technologies, techniques and ideas. If we do not, we risk a return to past behavior.

Changes will not be successful if its implementation methods are compatible with the style of leadership and culture. For example, leadership style, which is trying to use a multilateral approach can not be a problem-oriented leader. Trying to change too quickly in the problem-oriented way, will not work with relationship-based leadership as they want to make sure that this process provides support to people in the change of events. In the field of culture, every organization develops a culture of informal norms, values and attitudes. These common sense, constitute an important factor in resistance to change. Causing changes in the participation of the climate will not work. Changing the participation of staff, where it is valued not happen either (Gibson, Donnelly, 1997, pp. 128-129).

Changes to the realization of the creation of an internal sense that the changes have already occurred. The meaning of changes should be real change and is directly proportional to the will and support for the change to occur. People are motivated when they feel pain or cognitive dissonance with the current situation. People are motivated to restore more or less freely painful situation when faced with disturbing the environment. Motivation Theories

Many motivational theories exist, but each of them can be divided into two different ...