Power and Politics at Work - Literature review Example

?Power and Politics at Work Affiliation with more information about affiliation, research grants, conflict of interest and how to contact Power and Politics at Work Introduction: This study would consider employee motivational dynamics and carrot- and- stick policies that exist in organizations with regard to some important positive and negative factors that impact organizational development and career growth both in constructive as well as detrimental ways. In corporate affairs, as in every sphere of life, it is necessary to weigh the pros and cons before arriving at a considered opinion. In this essay, several articles have been chosen that place forth their forceful arguments regarding some major aspects, or characteristic of the business world and how top management and the work force come into terms with them including aspects like reward and punishment at work and also motivational aspects of business. Employee motivation: Employee motivation is indeed one of the major aspects of modern business. But this could be vitiated by several aspects like harassment and rough treatment in the work place. In their article entitled Human Resource Development Review- Towards a theoretical model of performance inhibiting work place dynamics, Brian A. Altman and Mesut Akbere argue and analyze that many situations could arise that could best be termed as “performance inhibiting work place dynamics.” (Altman., & Akbere, First file).Therefore it becomes very important that employees need to be positive minded and not cynical or caustic about the work or any other related matter. In the second article, its authors, James B. Avey, Tara S. Wernsing and Fred Luthans argue that while negative minded situations do present itself in business enterprises, at the end of the day it is the positive mindedness attitude of the employees that could help overcome difficult situations and bring about beneficial “organizational change.” (Avey., Wernsing & Luthans, second article). For instance, many may think in terms of downsizing in a negative sense but it could also increase efficiencies and streamline operations in a positive way. In the next article, its authors argue about the pros and cons of the merit payment schemes in the context of nonprofit organizations. The authors argue that under conventional methods, entitlements to incentives were taken for granted and not directly related to performance, but the new concept is that even in organizations requiring workforce to consider altruistic motives while performing, it is often the better performers who gain more merit payments rather than the poorer performers. However, the fairness of the schemes often determine its effectiveness and negative performance rating could serve to lower productivity and performance, since if the “ the organisaaton does not reward their performance, but instead responds unfavorably to it by appraising performance unfairly, an employee will perceive inequity.” (Cirka., & Deckop, Third article). That being said, now the argument moves from individual based performance and motivational strategies to group based ones, in the next.artcile, the authors argue that team efficacy sometimes become more important than self efficacy and thus while providing a greater degree of flexibility and leeway to operations, especially customer servicing, service teams are able to deliver better results, although they may be constrained about the optimum performance of each team constituent member. Thus “self managing teams” are indeed very crucial in the overall organization performance index and are greatly valued, despite the argument that gaining optimum levels of performance from all members may be difficult propositions. (Royter., Wetzels., & Jong, Fourth article) In the next article, the main argument is regarding motivational strategies in the context of Korean workforce and it is argued that, in this country, post the 1997 economic crisis, job security has reduced considerably, downscaling and work attrition may be more in the coming years. Another important aspect is the preponderance of ostensible career “plateaus” or the fact that the employee has reached a stage wherein s/he could not gain any more promotions or advancement in the present employment, and this could become a major demotivating factor in work performance. Besides vertical growth of the individuals cannot be very much when the business is moving horizontally. Through empirical studies it is seen that “perceived career plateau is negatively correlated with job satisfaction and organizational commitment.” (Jung, & Tak, Fifth article). Having said that, the next set of arguments and perspectives raised is with regard to how the physical presence of a stronger and more efficient coworker (preferably female) could actually help in motivating and improving the performance of a weaker employee. While this could be a major motivating factor, in that one would like to identify and imitate the performance of the other, major competencies differences could also be demotivating, especially when the gap is too large. It is however, often observed that “additional gains in efforts seen in men paired with a more capable female worker may have been caused by men’s increased evaluation concerns in the mixed-sex dyads.” (Small Group research evaluation concerns and the Kohler effects: The impact of physical presence on motivational gains, Sixth article) Having considered the aspect of how coworkers could influence one’s performance positively and constructively, the essay now moves on to the aspect of the values of monetary rewards in organizations. Often it is seen that the “symbolic value” of incentives and rewards in terms of settings and achievement value is of much more worth than the monetary value of the reward themselves is what is being argued by these set of writers, who believe that achievement value is much larger and more socially relevant than the economic or monetary value of the rewards or incentives. Seen in a larger context, employees take pride in the fact that the reward has been bestowed on a social setting, through pomp and ceremony and this creates a strong emotional bonding and feeling of exhilaration and pride of having won awards and how “practitioners distribute monetary awards in organizations.” Thus the “symbolic value” of the reward or incentive is very high. (Barron, Mickel & Barron, Seventh article). In the next article, the writer considers the aspects of organizational justice in business. In enterprises, different employees look at thinks from a different angles and perspectives. While some may be surly and cynical, others may adopt a constructive and positive attitude and still others would consider how the organization views themselves as individuals and their contributions. Some employees look inwards, at their own performance and introspect on how they could improve it, others lookout, seeking the performances of others and others look around, comparing their own performance with that of coworkers and peers. Motivational exercises and strategies needs to view how the employees perform now, what should be their performances and what could be possibly done to improve their performance n the future and also the need to consider ‘individual differences.” (Rupp, Eighth article). The writer above argue that individual differences do occur but it is for the management to be able to gain optimum output and productivity through motivational and the use of organizational justice mechanism put to good use. In the penultimate article, the argument rests on the premise of generational differences in work values, free time and outside values. It is argued that the present generation is very much different from the earlier ones, both in terms of approach to work and also performance wise. There is need to consider the fact that the present generations value leisure more than earlier ones and also re not so focused on work as the previous ones. Social values in the job contexts are also lowering as is the essential values that were placed by earlier ones. In short, “these findings have practical implications for the recruitment and management of the emerging workforce.” (Hoffman., Twenge., Campbell., & Lance, ninth article). Finally, the ultimate article argues about the post merger scenario in most organization. It is argued that mergers are indeed very stressful, not only for the management but also for the remaining workforce since a lot of organisational changes (for better or worse) do occur. Especially the workforce needs to keep themselves well motivated and with high morale and to play a waiting game for things to settle and positive and constructive action to appear in the corporate environment after all the changeover action is over. Through a process of mergers and acquisitions, it is believed that “virtually all employees, regardless of their jobs, can encounter opportunities, to engage in creativity.” (Zhou, et al ,Final article). When things appear brighter and more comfortable after the merger is successful, everybody is happy and contented. Conclusion: Motivation and morale building are indeed important activities in modern business scenario and it is important that it is taken up in right earnest. Through monetary and non monetary schemes, it is possible to reward earnest and dedicated members of the work force so that their productivity and output goes up and overall gains and benefits inure for the company. Reference List Avey, J. B., Wernsing, T. S., & Luthans, W. (n.d.). Can Positive Employees help positive organizational changes? Impact of Psychological capital. Second article. Print. Altman, B. A. & Akbere, M. (n.d.). Human Resource Development Review- Towards a theoretical model of performance inhibiting work place dynamics. First file. Print. Altman, B. A., & Akbere, M. (n.d.). Human Resource Development Review- Towards a theoretical model of performance inhibiting work place dynamics. First file. Print. Avey, J. B., Wernsing, T. S. & Luthans, F. (n.d.). Can Positive Employees help positive organizational changes? Impact of Psychological capital. Second article. Print. Barron, L. A., & Mickel, A. E. Getting more Bang from the buck: Symbolic value of monetary rewards in organizations. Seventh article. Print.. Cirka, C. C., & Deckop, J. R. (n.d.). The Risk and Reward of a Double-Edged Sword- Effects of a Merit Pay program on intrinsic motivation. Third article. Print. Deckop, J. R., Cirka, C. C. (n.d.). The Risk and Reward of a Double-Edged Sword- Effects of a Merit Pay program on intrinsic motivation. Third article. Print. Human Resource Development Review- Towards a theoretical model of performance inhibiting work place dynamics, (n.d.). First file. Print. Jung, Ji- Hyun., & Tak, Jinkook (n.d.). The Effects of perceived career plateaus on employees attitudes –Moderating effects of career motivation and perceived Supervisor support with Korean employees, Fifth article. Print. Jung, J.H., & Tak, J. (n.d.). The Effects of perceived career plateaus on employees’ attitudes –Moderating effects of career motivation and perceived Supervisor support with Korean employees. Fifth article. Print. Jong, A., Royter, K., & Wetzels, M. (n.d.). Linking Employee Confidence to Performance –A study of Self –Managing Service Teams. Fourth article. Print. Rupp, D. E. (n.d.). An Employee centered model of organizational justice and social justice. Eighth article. Print. Royter, K. D., Jong, A. D., Wetzels., & Wetzels, M. (n.d.). Linking Employee Confidence to Performance –A study of Self –Managing Service Teams, Fourth article. Print. Small Group research evaluation concerns and the Kohler effects: The impact of physical presence on motivational gains. Sixth article. Print. Twenge, J. M., Campbell, S. M., & Lance, B. J. E. Generational differences in work values: Leisure and Extrinsic Values increasing, social and intrinsic values decreasing. Ninth article. Print. Zhou, J., et al. (n.d.). Employee Self-perceived creativity after mergers and acquisitions – interactive effects of threat opportunity perception, access to resources and support for creativity. Final article. Print. Read More