Low employee morale, cultural and communication differences, technological equipment challenges as well as lack of team cohesion are some of the worst situation to ever affect an organization. These situations can critically impair the normal operations of an organization (Mawoli & Babandako,2011)
(1990). The concept of job performance as a behavior can be regarded as a major factor in the evaluation of organizational effectiveness (Onukwube, Iyabga and Fajana, 2010)
There are several sets of factors that influences employee motivation. Several scholars do however agree that the concept of motivation is mainly a psychological process that arouses a sense of direction, arousal, intensity as well as persistence of individual behavior (Pinder,1998)
Boosting Employee Morale After Downsizing Downsizing has become a significant idea in today's economy and maintaining the trust of employees when something like this takes place has also become very serious business (Brockner, Konovsky, Cooper-Schneider, Folger, Martin, & Bies, 1994)
Boosting Employee Morale After Downsizing Downsizing has become a significant idea in today's economy and maintaining the trust of employees when something like this takes place has also become very serious business (Brockner, Konovsky, Cooper-Schneider, Folger, Martin, & Bies, 1994)
Much of this has to do with their distrust of the company after downsizing, but a great deal of it also has to do with the double or sometimes even triple workload that these individual employees must deal with (If, 1996). This often comes from seeing the department that they are in shrinking by one-half to two-thirds of what it once was (Cole, 1995)
This is but one example of the way that downsizing can be done correctly. Each stage in downsizing has to work to avoid many of the disempowerment and mistrust that often comes with it (Daft & Lewin, 1993)
Counseling and support for these managers after the news is shared is also important to help them deal with the stress and the guilt that they may be facing (Mishra, 1996). Third, when the announcement is made, it is important to ensure that questions are answered and concern is shown for employees (Hirschhorn & Gilmore, 1992)
This will help them to feel that they have more control over what is happening to them than they would have previously had (Kuzlowski, Chao, Smith, & Hedlund, 1993). Second, the downsizing must be planned (Mishra, 1996)
When employees see tangible ways that they are rewarded for their productivity, they will want to work better. A simple system of rewards, and punishments, characteristic of transactional leadership can accomplish htis objective (Ivey and Kline, 2010, p
Specifically, these leaders can solicit the sort of feedback and interactivity between employees, while still maintaining a holistic outlook on an organization, that can discern the ways that they can improve processes. They can also establish short-term goals and fulfill them to boost morale (Wember, 2013)
The study focuses on destructive leadership rather than on positive leadership so as to fill a gap in the literature available on leadership effects in the workplace. Strengths The focus on "the dark side of leadership" is especially helpful for highlighting the costs of poor leadership (Schyns, Schilling, 2013, p