The author's findings are that "intrinsic and achievement motives are more important for older workers as compared to younger workers" (Kooij, D. Delange, a. Jansen, P. Kanfer, R. & Dikkers, J. 2011. pp 20/217). Given this finding, "older workers should be offered more mentor roles, and since motive strength for interesting work, autonomy, and achievement increases with age, older workers' jobs should be redesigned to include these characteristics" (Kooij, D. et al. 2011. pp 20/217).
2.9 Resistance to Change
From the specifics of age and gender factors on motivation and organizational dynamics, the literature review concludes with the examination of the change directive and the resistance which can impede its implementation. If the review thus far has produced a single finding it is a considerable relationship between individual motivation, their subsequent performance, and the successful implementation of organizational change. Resistance though can stall efforts to integrate and cement the change directive in the organization. A study by Ford, Ford, and McNamara reveals that resistance is not a "homogenous reality" (Ford, J. Ford, L. & McNamara, R. 2001. pp 2/106), rather it is based on the "constructed reality in which people live" Ford, J. et al. 2001. pp 2/106). Referring back to the discussion on personal motivation and incentives, it is logical to conclude that resistance foments not as a collective angst but rather is born of the individual's consideration. From this point resistance can only be substantively tackled if individual rationales are examined by organizational change agents.
2.10 Conclusion
The extensive literature review elucidates the connection between individual motivation, incentives, performance, and organizational culture. Based on the Kotter eight-step model, organizational change can only occur in the context of an engaged and committed workforce which is incentivized to freely communicate, share information, and work toward a unifying vision. The implicit and underlying assumption in working through the Kotter model is that change agents are ubiquitous throughout an organizational structure which is egalitarian and open to information interchange.
The question of demographic variances; age and gender also play a role in the understanding of how organizational change unfolds. Age and gender are factors in determining the correct motivation and incentive packages for employees, however, these differences must be tactfully and strategically...
Motivation Model interconnects both causal concepts and the intrinsic relationship between them. Every employee within the company will have a well-defined set of internal needs, motives and objectives. These were probably in place by the time he applied for the position within the company, but it is also likely that he will have acquired several more within the company, as soon as he realized how things worked. The internal needs
Organizational Behavior Case Study ORGANIZATIONAL BEHAVIOUR Residential care facility's staff plays an important role in the daily lives of residents; unfortunately these facilities are usually faced with organizational obstacles and lack of information that prevents them from taking proper care of residents (Smith, 1998). This organizational behavioral case study is about a residential care facility which is part of a parent company that runs six different residential care facilities. The management of
Motivation Employee Motivation Managers and business owners know the importance of employee motivation to the success of their business. To that extent, they seek to understand it better for mutual success. Gateth R. Jones and Jennifer M. George, in their book entitled "Contemporary Management," define employee motivation as a combination of "psychological forces, which determine the direction" of an employee's behavior in an organization (Consador 2013)." They also describe it as an
" (Simon, 188) the fundamental perspective here is that leadership and the ability to apply actions based on culturally driven decisions are central to helping members of the organization learn in a concrete manner how best to accord with the reigning culture. In order for this to occur though, there must be a certain initial scrutiny and selectiveness where leadership and personnel are concerned, endorsing an organization-wide emphasis on the quality
Organizational Behavior Since long the necessity for quality health care for veterans is considered to be a critical issue with widespread implications in respect of health care system of the nation. Irrespective of the incessant pressure on converting the Veteran Administration into a business model it has been alleged vehemently on the ground that the approach is not conducive to the satisfaction of most veterans, the legislators and even the providers
Organizational Assessment as Impetus for Change at a Vet Center Organizational Assessment as an Impetus for Change at a Vet Center Organizational Context. Every type of organization has, or should have, as a major goal, the need to optimize the productivity of its human resources (Farr, Schuler & Smith, 1993). One organization that has recently assumed critical importance in the U.S. is the Department of Veterans Affairs (VA). Today, the VA is
Our semester plans gives you unlimited, unrestricted access to our entire library of resources —writing tools, guides, example essays, tutorials, class notes, and more.
Get Started Now