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Motivating employees through an organizational change requires a singular devotion to maintaining workforce morale. Keeping employees happy through even a small change in operations can be difficult unless their own opinions and personal development are duly valued.
When changes take place in organization people need to know why. How will things be different afterwards? What relevance do the changes have for their work?

If staff fails to understand why changes are taking place, and start to worry about job security and future opportunities, levels of morale and motivation drop, as can team productivity. That's why managers must take time to understand the communication styles of each of their people, and communicate the personal relevance of the changes to each individual. They use different surveys and spend money to understand sub-ordinates communication styles.


Three Methods to Motivate Employees With Organizational Change:
  • Facilitate Employee Learning
‘Employees committed to change efforts are more likely to learn from the process. Loyal employees want to contribute to and see the results of their efforts, and they can do so through learning (Teare and Rayner, 2002).When employees learn from being involved in an organizational change, they consider that learning to affect the success of the implementation’ (Parish et al., 2008).
  • Align Employee Goals
Aligning the business goals of the company with the personal goals of employees can help to increase workforce motivation through an organizational change.
  • Keep Communication Open
Keeping communication open and positive during an organizational change keeps workers motivated.


The problem of keeping workers happy has been a probelm for businesses for a long time. It has led to a number of scientists producing theories as to how and what keeps workers motivated:



References:

Janet Turner Parish, Susan Cadwallader, Paul Busch, (2008) "Want to, need to, ought to: employee commitment to organizational change", Journal of Organizational Change Management, Vol. 21 Iss: 1, pp.32 – 52

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