It is crucial that the management give careful and

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Electricity for Refrigeration, Heating, and Air Conditioning
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Chapter 2 / Exercise 13
Electricity for Refrigeration, Heating, and Air Conditioning
Smith
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secure agreement. It is crucial that the management give careful and open- minded consideration to every complaint and grievance. In doing so, they must recognize that the employees and the union’s perception of the change are often distinctly different from their own. Typically such differences are based on the fact that management, the union and the employees have
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Electricity for Refrigeration, Heating, and Air Conditioning
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Chapter 2 / Exercise 13
Electricity for Refrigeration, Heating, and Air Conditioning
Smith
Expert Verified
MBA –H4010 Organisational Development And Change 37 different priorities, values and concerns. Persuading employees to accept a change depends on the offer of rewards as a lever. This can be done either unilaterally or within the framework of bargaining. The success of the approach depends on how effectively management Matches rewards offered (both monetary and non-monetary) to their employee’s needs and goals, Gives serious consideration to all complaints and suggestions and gives some concession in order to achieve the major portion of their objectives. Security and Guarantees : The most effective means for management to minimise feelings of insecurity, and in particular fears of redundancy, is to guarantee that such fears are groundless. Management can use as a lever, a pledge that there will be no redundancy as a consequence of a specific change. This can often make possible its acceptance. Implementing such a pledge can be a challenging task for the management. Essentially there are six ways in which a pledge of no redundancy in a changing situation can be redeemed. Not replacing by engagement from outside the company anyone who leaves the organization in a natural course of events (e.g., people who retire, are sacked, die or resign voluntarily). Reabsorbing work being done by subcontractors and reassigning any surplus employees to that work. Retraining redundant employees and transforming or upgrading them to their work.
MBA –H4010 Organisational Development And Change 38 Reducing or eliminating any overtime work. Absorbing additional work resulting from business growth with no new additions to the workforce until all those who are surplus have been productively re-employed. Investing and implementing new areas of business activity. Another way is to assure the employee of a guarantee of a continued income until he is working in another comfortable job, either within or outside the company. In this approach, the management undertakes to help each surplus individual find another suitable job. If this cannot be accomplished within the company, assistance with outplacement can be provided. Until this occurs, the employee’s income would continue to be maintained by the company as a supplement to any unemployment benefits. Somehow, maintaining income cannot guarantee no redundancy. Although employee might feel secure about the continuity of income they would nevertheless feel uneasy about the impending change in their personal lives. They would undoubtedly have many unanswered questions and apprehensions about new jobs and new environments.

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