Human resources Essay Example | Topics and Well Written Essays - 1500 words

Human resources - Essay representativeThis intangible factor accounts for such facets of employee motivation as charismatic leadership, collective cultural sensibilities, conditions of the broader economy, etc. vindicatory as motivating employees has its shargon of challenges, it can be equally as rewarding. This is so, because a motivated hands transforms the internal dynamics of an organization and produces a synergistic effect on its exercise. The sum of a assemblage of motivated employees is greater than its constituent parts. While motivation theory discourse tends to focus on outcomes for the organization, an employee-centric military rank is also relevant, for employees be what comprise the labor market. Without the constant supply of human resources from the labor market, no manufacture could survive. (Murphy, 2009) approaching to the question of motivating employees who survive a layoff, the challenges are compounded due to the atmosphere of employee insecurity. vis or attentions leadership skills will be thoroughly tested while handling this exceptional scenario. The threat of job loss would have shaken the workforces commitment to the company and its cause. eyesight their colleagues being laid-off would have disillusioned survivors about principles of team ethic and team spirit. One cannot sentence lay-off survivors to grow distrustful of the management, for it is always those in lower ranks who lose their jobs first, while most of the top management remains unscathed. Given this environment of distrust and insecurity, it is not uncommon for the relations between management and workers to address antagonistic. In the case of General Electric, the relations between top management and entry level workers moody fractious during the 2008 Wall Street collapse and its aftermath. In contrast, East Asian automotive companies such as Nissan and Toyota espouse a strong support system for employees during times of economic distress. Situations lik e this test the skills of managers and steal the great ones from mortals. Those managers who see opportunity in adversity will be the ones who see the ship swing out through turbulent waters to calmer shores. (Fishbein & Ajzen, 1975) 2. To what extent is Conatys advice consistent with equity and expectancy theory? Coming to the case study in question, the observations made by Bill Conaty, former HR Manager at General Electric, are very pragmatic. Conaty is someone who believes in an equitable and compassionate mode of management. In this spirit, the exhausting process of layoffs can be handled by upholding basic principles of fairness. These three steps for managing the equity process are consistent with Conatys vision of equity and fairness Recognize that an equity comparison will credibly be made by each subordinate whenever especially visible rewards such as pay, promotions, etc are being allocated. Anticipate felt negative inequities. Communicate to each individual your eval uation of the reward, an appraisal of the performance on which it is based and the comparison points you consider to be appropriate. (Motivation Theories, p.185) The truly great leaders will sham surviving employees see opportunity in the apparent adversarial situation. This is factually true as well, for a decrease workforce makes the chances of promotion and career progress easier for the surviving members. Although it sounds