In other words, these employees are considered units that provide certain levels of profits, at certain quality standards, while requiring certain levels of resources. In other words, it is important that employees focus on providing high levels of profits, while not reducing the quality standards, and reducing the level of resources that are required in order to provide these profits. In such cases, companies establish the level of profits that is considered satisfactory, and the level of resources that the company can invest in reaching these objectives.

However, there are situations where these activities require higher levels of resources in comparison with those established by the company. Therefore, the employees that are affected by such situations, can reduce the quality of their activity in order to stay within the resources levels established by the company, or use larger resources in order to reach the established quality standards (Frost, 2010). It is difficult to determine which alternative should be addressed. This differs in each situation.

The increased competitiveness between companies' employees usually determines improved performance of these employees (Cummings, 1994). But this is not a successful solution on longer periods of time. This is because employees should collaborate with each other, and not compete. By competing within the company, employees become adversaries, they stand on opposite positions, instead of being on the same side. They do not focus on improving their situation, but on creating problems that reveal other employees' flaws. This is not a productive situation for these companies.

In addition to this, communication within competitive workplace environments is defective. This is because employees that work in such competitive companies consider that they should not communicate useful information that can help their colleagues do their job. They prefer to not communicate certain information, because it would create problems for their colleagues, while making them look good. This is not a useful situation for these companies.

But workplace environments with reduced competitiveness between employees do not determine them to improve their performance. In such companies, employees are not interested in developing their career, their skills, and their performance, because there is no threat, and they do not feel the need of getting out of their comfort zone and increasing their work efforts.

Conclusions

This is because competitiveness between employees can improve their performance, but it can also determine problems within these companies. Therefore, it is important that these companies develop motivational strategies for their human resources that are intended to increase competitiveness between employees regarding smaller projects, not regarding the entire activity. This should be alternated with periods where the company should focus on improving communication between its employees.
The process of globalization also increases competitiveness on national levels between employees. This is because rich countries are addressed by immigrants that are willing to work on smaller salaries in comparison with these countries' employees. It is important to develop motivational strategies that increase productivity.

Reference list:

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