It is depicted by Martin and Siebert (2016) that employees prefer to work in an environment where they can both learn and develop themselves. Clegg et al. (2015) on the other hand portrays that employees are liable to provide stewardship, leadership and follower-ship to work collaboratively for attaining the organizational goals. Thus, these people should be valued for their effort and get an appropriate reward for the same. Bush and Middlewood (2013) mention that conventionally, these people or an employee get wages for their work but in the contemporary organization; rewards system, proper recognition, incentives, work-life balance working environment and proper development programs are provided in order to motivate them for serving their best by associating with the organization.
However, in the context of the case study, the employees are not treated like humans and asked to work without any extra facility. Even the softball field that is built for the employees is decided to shut down for further expansion of the organization. Moreover, deduction in wages and excluding them for taking participation in the business decision led to de-motivation among the working staffs. Austin (2013) in this case explains in his article that, if these practices continue to happen, the productivity of the employee's hampers and scrap rates will become soared. Thus, a company not only considers the employees as a human but they should also have to take initiatives for their development (Gerhart and Fang 2015).
Thus, it can be concluded from the entire discussion that managing people within the organization is crucial and should be followed in every organization. However, the given case study does not signify such practices and it is shown that human are treated as salves more than a human. Though, training for employees and taking initiatives for developing the skills and competencies of the employees should be considered in the workplace for better managing the people. In this way, the employee feels motivated to get associated with the organization and serve their best for attaining effective profitability and productivity.
Austin, R.D., 2013. Measuring and managing performance in organizations. Addison-Wesley.
Bush, T. and Middlewood, D., 2013. Leading and managing people in education. Sage.
Clegg, S.R., Kornberger, M. and Pitsis, T., 2015. Managing and organizations: An introduction to theory and practice. Sage.
Gerhart, B. and Fang, M., 2015. Pay, intrinsic motivation, extrinsic motivation, performance, and creativity in the workplace: Revisiting long-held beliefs. Annu. Rev. Organ. Psychol. Organ. Behav., 2(1), pp.489-521.
Jacobsen, C.B., Hvitved, J. and Andersen, L.B., 2014. Command and motivation: How the perception of external interventions relates to intrinsic motivation and public service motivation. Public Administration, 92(4), pp.790-806.
Lazaroiu, G., 2015. Employee Motivation and Job Performance. Linguistic and Philosophical Investigations, (14), pp.97-102.
Martin, G. and Siebert, S., 2016. Managing people and organizations in changing contexts. Routledge.
Moran, R.T., Abramson, N.R. and Moran, S.V., 2014. Managing cultural differences. Routledge.
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