Difficult decisions must be made aging employees lives under consideration, without losing sight of the desired effect; cutting the fat. The art in downsizing is not slashing and cutting jobs and processes indiscriminately. It is those managers job to make those tough decisions; decisions that will change people’s lives, and make the organization stronger, and better. The old adage it is better to attract a bear with honey than with vinegar pretty well summarizes the concept described in the text; that utilizing positive motivators, such as alternative work arrangements, can result in “outstanding worker performance” (Lombardi,Shoehorning, & Kramer, 2007); thus identifying the most qualified individuals to maintain quality despite the downsizing. Using transparent tactics in order to motivate employees to do their best is a skill that all great managers possess. Our department will make changes that will ultimately support the organizational goals in downsizing with minimal impact to the community and maintaining the best-qualified and motivated personnel onboard. It is important that people know they are notes ponds in the corporate wheel of fortune.Staff must know that their input, contributions and efforts are appreciated and valued.
Money is not the most important thing in motivating people. “If you honor and serve the people who work for you, they will honor and serve you” (Tanner, 2011). Downsizing restructuring, those are terms that make employees feel uneasy at any organization. The reason is obvious, with restructuring or downsizing, come lay-offs. Expectancy theory of motivation suggests, “people will do what they can do when they want to do it. (Lombardi, Shoehorning, & Kramer, 2007) In other words, if people expect to be laid off, or fired, they will generally become more productive in an attempt to save their positions despite the lass offs. Another theory at the company’s disposal is the goal setting theory (Lombardi, Shoehorning, & Kramer, 2007). This is a technique that can be used to motivate individuals into getting specific goals accomplished.
Downsizing does not always mean elimination of jobs. In many cases restructuring benefits, work schedules and wage reform can make a great impact in an organization.If a specific goal means reducing overtime in an organization, paying holiday pays, or even receiving bonus incentives, staff can be motivated to accept cuts versus accepting pink slips. Goals can be challenging, and when appropriate, give encouragement to employees for heir efforts. External factors must be taken into consideration when downsizing your department. Management must be frank and fair to their employees as they expect loyalty and hard work in return.
Vision Mission Guiding Principles must be strictly professed and followed if the company is to be successful.The theory of goal setting talks about giving guidance, setting benchmarks and building a goal of acceptance and commitment front all parties involved (Lombardi, Shoehorning, & Kramer, 2007). This is circuit if the downsizing is to be successful and with minimal conflict. People must clear on what is required. Specific goals, and challenging tasks according to Dry.
Edwin Locke, who pioneered research on goal setting in the ass’s, are effective. “To improve your or your team’s performance, set clear goals that use specific and measurable standards. Reduce job turnover by 15%” or “Respond to employee suggestions within 48 hours” are examples of clear goals” (Mind Tools, Essential skills for an excellent career, 2012).
Setting solid quantifiable goals will set the tone in an effective downsizing. “According to the hierarchy of needs, the two-factor theory, and acquired needs theory, human needs can motivate people’s actions and attitudes” (Lombardi, Shoehorning, & Kramer, 2007). If people know that their employment may be in jeopardy or that the company is looking to downsize, they will likely be motivated to perform their jobs in a highly effective manner.
Ultimately, external factors in this outhouse opinion can be more effective than internal factors. Not all human beings have the same work ethic; thus knowing that their job is on the line, most human beings will naturally be inclined to increase their work performance. Change in an organization whether is in growth or downsizing can cause much anxiety amongst the staff. It is important for all staff members to be prepared when change is necessary, According to Lombardi, Schemers & Kramer, although not all change is necessarily negative, many new managers may perceive it as such.Our organization must make the downsizing methodically and carefully, so as no to cause unnecessary anxiety or unnecessary concern. Change is much more likely to be successful when people are ready for it (Lombardi, Scorchers & Kramer, 2007).
Downsizing any organization especially in healthcare today is a reality that all health care managers have to be cognizant of and must prepare for. The theories discussed in this document are but a few tools that can make downsizing, and restructuring organizations in today’s world of government reforms and skyrocketing costs manageable.