the Reorganization of BANKS
31 January 2018
Culture plays a major role in the
motivation of employees and this study examined the importance of motivational
factors for intercultural employees.
Most employers would like to have their workforce motivated and ready to
accomplish the job, but lack the understanding of what truly motivates an
employee. There are essential needs that
should be met for each diverse person, specifically an employee, in order to
succeed in the workplace. I will discuss
and survey employee motivation as it relates to culture, job security,
professional development, job performance, goal setting, employee recognition,
and compensation and consider how to develop a reward system that recognizes it
impartially for all.
With the growth of
global competition, consolidation, and innovation comes the creation of
pressures that are prompting the rise of teams as being the basic building
blocks of countless organizations (Kozlowski).
Teams within the workplace are the basic composition these days and each
team will vary from company to company but one thing will remain consistent,
change. The times when company employees
would press forward with change just because a manager said so, are long
gone. Labor mobility is the degree to
which people are able and willing to move from one job to another or from one
workplace to another (cambridge.org, n.d.).
These pressures drive a need for diverse skills, expertise, and
experience (bell). In the current
business settings labor mobility is a standard and companies must pay attention
to the human impact when implementing change if they want to retain their
talent. Change is inevitable and few
like change, but change comes in many different forms from positive to negative
and from small to large, some changes can be more disruptive to employees than
others, such as a merger. Change will
make people feel anxious and creates feelings of uncertainty but it can also be
positive, it pushes individuals out of there comfort zone and challenges them
in ways to learn and explore things about themselves that they may have not
known without the change. Communication
will be key, in order to ensure a smooth transaction, a few things must be
accomplished to effectively communicate a change. To effectively communicate to BANKS
employees, communication will need to be clear and transparent and the teams
will need to know what the changes are, why they were made, and connect the
justification of the plans to benefits for not only the company but to the
One of the most
challenging elements for a company is change, planning and managing change is
difficult. One challenge of this change
is the lack of planning and the implications that a lack of planning will
bring. Managers need to plan for the
change efficiently in order to better serve the diverse employees of
Challenges of a Diverse Team in the Workplace
a Change Management Plan and Implementation
First there is a need to understand
the causes and reasons for the change and then create a program to transition
to the change. Establishing the reasons
for the change, and remembering that BANKS is a diverse team is crucial. Don’t assume that every employee will know
why the change is needed and jump on board immediately. Make a clear understanding as to why the
change is needed and how it will improve the BANKS organization, daily life of
employees, and the customers.
Communicating this message should come from all levels of the
organizations, from the senior leaders to the frontline supervisors. The delivery of message will be different in
scope and connections from every level.
Upper level management should focus on the vision of the future state of
BANKS and the efforts of the frontline supervisors should focus on the finer
details and the one-on-one interactions.
Diversity is no
longer just a black/white, male/female, old/young issue, it’s much more
complicated than that. Implementation of
change in a diverse workplace is difficult, because you want to make sure that
the change is relayed to every individual in a way that they understand. Some team members will receive messages
different than others. In order to reach
every level BANKS should ensure varies methods of delivery are covered in such
way as: booklets, guides, advertising leaflets, and round table discussion with
managers, etc. The goal for BANKS implementation is to make sure there is a
bond between organizational life and the reality of the team members lives. Therefore, it is crucial that managers
consider the implementation of changes to include the flexible work schedules
as well, this will help the diverse work force to balance family obligations
are asked to change, resistance is a normal human reaction (Bovey, & Hede,
2001). BANKS is no different and
resistance experienced from employees can be regarded as a normal reaction and
even the most cooperative and supportive employees will experience some level
or some type of resistance. It’s
imperative that every level of responsibility within the BANKS organization
understand that communicating is crucial, and that proper communication can
change the effect on the amount to which resistance will happen. In conjunction with that, every level of
supervision will strive to support the change and own the changes as if it’s
their own. To better and effectively do
this, managers must strive to accept the change first and completely understand
in that it’s their responsibility to implement the change. Supervisors must also be honest and build
trust amongst BANKS employees. Once done
BANKS upper management can benefit by supervisors aiding in the implementation
and planning of the change. Employees
that are influenced from their supervisors will adapt to the change earlier
than others and reduce the resistance within other employees.
Explaining the value and importance
clearly and consistently is fundamental to the success of change within
BANKS. Ensuring that BANKS employees are
not only hearing the message but they are fully understanding is crucial to
continue the trust that has already been built.
Delivering the message in various forms will meet the needs of
many. Being creative on top of the
one-on-one conversations that the managers will already be carrying out will
come in forms such as BANKS newsletters, scheduled presentations with question
and answer forums, also anonymous questions will be collected through email and
drop boxes enabling the employees that may feel nervous to pose questions in
such open forums.
Bovey, W. H., & Hede, A. (2001). Resistance to
organizational change: the role of cognitive and affective processes.
Leadership & Organization Development Journal, 22(8), 372-382.
Kozlowski, S. W. J., & Bell, B. S. (2003). Work
groups and teams in organizations. In W. C. Borman, D. R. Ilgen & R. J.
Klimoski, Handbook of psychology: Industrial and organizational psychology,
Rios, R. (2007). Embracing a diverse twenty-first century
workforce. Journal / American Water Works Association, 99(1), 38–41.
David W. Pitts, Alisa K. Hicklin, Daniel P. Hawes, Erin
Melton; What Drives the Implementation of Diversity Management Programs?
Evidence from Public Organizations, Journal of Public Administration Research
and Theory, Volume 20, Issue 4, 1 October 2010, Pages 867–886,
Retrieved January 30, 2018, from https://dictionary.cambridge.org/us/dictionary/english/labour-mobility