In the case of the company discussed, the management employed Human Relations Movement as a redesigned structure for the rampant problems (DuBrin, 2007). This psychological strategy considers human emotions as significantly influencing employee productivity. The strategy identifies leaders as democratic and not authoritative. Improvement of performance using this strategy would be achieved through proper human relations between employees.
Using this strategy, social and psychological rewards could become motivating factors for employees. Impressive relationships could develop in cases where managers consult employees in matters concerning the employees (DuBrin, 2007). Workgroups could also be utilized when seeking to improve the performance of employees. The combination of these elements could inherently provide a sufficient solution to existing problems.
The restructuring undertaken by the company successfully implemented some of the elements contained in the human relations movement design. The management sought to consult the staff concerning the problems within the company. The management sought to establish a view of the staff to improve the state within the organization. The results of this consultation showed high levels of dissatisfaction among the employees.
Mailing results directly to employees’ homes served to minimize the possibility of staff members feeling threatened. This is an effective way of significantly improving the relationship between employees and company management (Wilson, 1990). Proper relationships would help in reducing existing tensions and improving productivity. The management should have taken action based on the findings of the survey.
While the approach used achieved little change on the staff, the financial sector could not record any significant improvements. Attention ought to have been made towards improving motivation (Lawler, 1994). The productivity of employees could immensely increase with proper motivation through rewards. The management failed to include rewards as a motivating factor towards improving productivity. Increased productivity would sufficiently improve the financial status of the organization.
Low motivation appears to immensely reduce employee productivity. Motivation among employees could significantly raise the confidence of employees in the management (Wilson, 1990). Issues of resistance would be reduced through the confidence gained. Staff would remain willing to comply with the requirements of management.
The management needs to create a conducive environment for implementing desired changes in the company. Employees ought to be motivated to ensure their cooperation. The various motivation techniques include the provision of benefits such as bonuses, salary increments, rewards, and health cover. There also need to inform employees about the imminent changes taking place within the company.
Proper communication channels, between employees and management, need to be established. Once established, the communication channels could immensely assist in improving and maintaining working relationships (DuBrin, 2007). Communication level shall also improve significantly, reducing tensions existing between employees and management. The management ought to first establish the proper environment for implementing the changes.
Using the motivational work design structure, the management could change the job design to achieve improved motivation, satisfaction, and performance (Lawler, 1994). Improving these three operational elements could significantly improve the expectations of employees. With high expectations, the output should improve. The work reform model of restructuring could also be utilized. The work reform model is likely to encourage participation by improving employee relationships.
Employees participate actively in organizational operations such as seeking solutions to problems. Increased participation improves productivity, therefore, increasing financial output. This model would effectively assist the finance manager to achieve increased financial returns.
References
DuBrin, J. (2007). Human Relations Interpersonal Job-Oriented Skills (9 ed.). New Jersey: Pearson Prentice Hall.
Lawler, E. (1994). Motivation in Work Organizations. Belmont, California: Jossey- Bass.
Wilson, R. (1990). Managing Organizations. London: McGraw Hill Book Company.