Relationship building Employee motivation and satisfaction Incentives Rewards

Relationship building employee motivation and

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Relationship building. Employee motivation and satisfaction Incentives (Rewards) Short- term Provide rewards and incentivise those who score well on the TOEIC exam and those who make milestones in their improvement in English. Working towards a goal due to being extrinsically motivated will lessen the resistance from employees towards progressive change (Amabile, 1993). Employee motivation Feedback Short- term Creating feedback channels that allow employees to voice their concerns and opinions regarding the Englishnization policy throughout the organisation. Feedback should be collected, analysed and implemented where necessary. Encouraging employees to be part of the change program can reduce resistance and make employees feel valued (Blake & Lloyd, 2008). Resistance to change; Communication issues Table 2. Implementation plan for “Englishnization” modification
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15 6. Conclusion The “Englishnization” policy was deemed necessary to transform Rakuten into a global leader. However, Mikitani’s vision was faced with much resistance , largely due to poor implementation strategy, lack of cultural boundaries and impact on employee performance. Hence it is recommended that this policy is modified, in order to nullify these key problems and enhance the benefits. The actions steps provided aim to remove the barriers which hinder the “Englishnization” policy’s potential success. Following such steps, would allow Rakuten to better utilise their Japanese workforce, whilst also enhancing their position in the global market.
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16 7. References Amabile, T. (1993). Motivational synergy: Toward new conceptualizations of intrinsic and extrinsic motivation in the workplace. Human Resource Management Review , 3 (3), 185-201. doi: 10.1016/1053-4822(93)90012-s Bargiela-Chiappini, F. (2005). Linguistic Insights: Asian Business Discourse(S), Peter Lang AG, European Academic Publishers, Switzerland: Bern. Beamer, L., & Varner, L. (2001). Chapter 1: Culture and communication . Intercultural Communication in the Global Workplace, (2nd Ed. pp 20-29). Boston: McGraw Hill. Blake, H., & Lloyd, S. (2008). Influencing organisational change in the NHS: lessons learned from workplace wellness initiatives in practice. Brannen, M. P. (2014). The multifaceted role of language in international business: Unpacking the forms, functions and features of a critical challenge to MNC theory and performance. . Journal of International Business Studies , 45(5), 495-507. Burke, R., & Cooper, C. (2009). The peak performing organization . London: Routledge. Cardon, P. W. (2008). A critique of Hall's contexting model: A meta-analysis of literature on intercultural business and technical communication. . Journal of Business and Technical Communication , 22(4), 399-428. Chen, S. G. (2006). The Importance of Language in Global Teams: A Linguistic Perspective. MIR: Management International Review , 46(6), 679-695. Elving, W. J. (2005). The role of communication in organisational change. Corporate communications: an international journal , 10 (2), 129-138.
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17 Fredriksson, R., Barner-Rasmussen, W., & Piekkari, R. (2006). The Multinational Corporation as a Multilingual Organization: The notion of a common corporate language.
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