Tend to search for alternatives before they are

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tend to search for alternatives before they are terminated involuntarily. In a study commissioned by Seijts and Crim (2006:31), the findings indicate that, in an attempt to reduce the level of uncertainty among employees, clarity about ―what the organisation stands for, what it wants to achieve, and how people can contribute to the organisation ‘s success‖ , should be clarified to employees, as the assertion is that it is not always apparent. Therefore, it is logical to assume that employees want to be
59 involved, or be aware of decisions that impact on their future with the organisation; hence, communication is important. Communication While the aim of communication is to motivate and influence behaviour, Smythe (2008:20) points out the problem of lack of communication on important decisions which impact on employees. The contention is that most employees hear about strategies, changes, or every decision, after an influential group, or their managers, have made decisions, which are presented through top-down communication. Individuals on the receiving end often feel powerless, or scared. In an attempt to avoid such problems, Seijts and Crim (2006:31) suggest that leaders communicate a clear vision, as people want to understand the vision that the senior leadership has for the organisation, and the goals that leaders have for their different units. Referring to the issue of exit interviews, Taplin and Winterton (2007:7) report that when asked why they stayed, workers also talked about good working conditions and a management style that provided open communication with workers and an understanding of their day to day problems. The growing evidence is that employees feel comfortable to stay longer in positions where they are involved at some level of the decision-making process, and informed of issues that affect their employment relationship. This assertion is supported by Fang Li and DeVos (2008:58) that the involvement of employees in organisational dialogue will assist employees in setting their work targets that integrated with the business strategies, develop their capabilities required for the current and future positions, understand how they are being assessed and rewarded for their career development within the company.
60 Individual Factors While employers affirm the popular idiom: ―people are our most important asset‖, concerns have been cited by researchers, regarding some employ ers‘ reactions to the statement above. The fact that each person is different, and likely to be motivated by different factors, may be the reason why some employers are not proactive in addressing issues that motivate their ―most important assets‖. Motivation While employee surveys are conducted in an attempt to determine employee needs, and how to satisfy those needs to avoid resignations, Bagraim (2007:68) contends that ― in order to understand what motivates an employee, a manager must find out what that employee‘s needs are and what g oals they set for themselves .‖ According to Bagraim (2007:71), a needs deficiency incites a person to behave in a certain

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