Introduction
Crisis management may be defined as an organization’s acts and behaviors which prepare it to be ready to manage major catastrophic happenings in a safe and effective style (Lockwood, 2005).
Market globalisation, lack of qualified workforce and financial crisis present permanent pressure on the enterprise management, which must be focused on developing a competitive strategy as well as on determining and implementing crisis management to keep the enterprise going. The enterprise can have high technology, dispose of vast financial resources and precious information but only qualified and skilled employees will make decisions and ensure success and competitiveness of the enterprise (Hitka and Sirotiaková, 2011).
As a result of recent changes in the economic structure, the adaptation of the Slovak economy to market conditions, enterprises pay more attention to man and his personal traits. As the only source of innovation and progress, the employee can use new opportunities, markets and up-to-date technologies. The above-mentioned changes can also be observed in the area of woodworking industry (Jelačić et al., 2012).
In the study conducted by Smith & Liou (2007), the impact of financial sector in response to financial distress is analyzed. As a matter of evidence, several studies have proven the negative impact caused by the financial distress on employee job motivation and job security level. Dr. Sori (2006) noticed a strong relationship between the final variables in the prediction model. Further studies have also proven similar results.
The motivation of employees can also be viewed as a cognitive element which can be understood through cognitive processes such as goals within Locke and Latham’s (2006) goal setting theory. Motivation is the process that explains an individual’s intensity, direction, and persistence of effort toward attaining a goal (Robbins et al., 2009). Jones (1955) cited in Steers & Porter (1991) define motivation as ‘...how behaviour gets started, is energised, is sustained, is directed, is stopped, and what kind of subjective reaction is present in the organism while all this is going on. Therefore motivation covers how organisationally beneficial behaviour can be started and maintained.Motivation includes the vigour and persistence of action (Atkinson (1964) cited in Steers & Porter, 1991).
How we planned to deal with the problem
I currently work for a leading food firm in Sri Lanka, and the tactics implemented to inspire staff amid this economic downturn are as follows.
• Those who use public transportation are provided with transportation to their doorstep by the company. It enables those individuals to operate more effectively in the office.
• The company paid for some of the employees' children's higher education.
• The company provides breakfast to each employee.
• The current insurance scheme has been improved.
• Providing the necessary consumer items at a reduced cost
• Addressing the employee grievances on time promotes positive relationship between employees and management. Therefore, a lot of initiatives have been taken to resolve employee grievances.
• Employee counseling provided by our factory HR is a good helping process for our employees to get the direction to solve their problems.
During a downturn in the economy, human resource management must focus on retaining and motivating competent key personnel who can help the company overcome the crisis and provide a competitive advantage in times of prosperity.
Aquinas, P.G. (2006). Organisation Behaviour: Concepts, Realities, Applications and challenges. Delhi: Excel Books.
Garcia, H. (2006). Effective leadership response to crisis. Strategy and Leadership, 34(1), 4-10.
Lunenburg, F.C., (2011). Goal-setting theory of motivation. International Journal of Management, Business, and Administration, 15(1), 1-6.
Locke, E. A., & Latham, G. P. (2002). Building a practically useful theory of goal setting and task motivation. American Psychologist, 57(9), 705-717.
Mitroff, I. I., & Anagnos, G. (2001). Managing Crisis Before Happen. American Management Association, s. 34.
Pourron, A. (2020). Why Is Employee Motivation So Important In Crisis Situations? International Labour Organisation. 2020. Managing work-related psychosocial risks during the COVID-19 pandemic. Geneva: ILO
VandeWalle, D. (2001). Goal orientation: Why wanting to look successful doesn’t always lead to success. Organizational Dynamics, 30(2), 162-171.
Dear Nishad, Agree with your post on the importance of managing motivation levels of employees during crisis situations. Adding to the recommendation through a concept called High-involvement management(Wood & Ogbonnaya, 2016), employees could be encouraged to have a high level of engagement in work through enhancing and enriching their job scope. And encouraging them to contribute in initiatives and creativity to help company reach its goals.
ReplyDeleteCorrect Shalni, adding to this "Increased feelings of job insecurity resulting from being furloughed link back to the existing literature which suggests that job insecurity is a stressor which negatively impacts behaviors and motivation of employees displayed through decreased job satisfaction and increased intention to leave the organization (Blyton and Bacon, 2001).
DeleteDear Nishad, I agree with your Contain of Introduction and adding to this , Leadership involvement in the Employee performance in FMCG Sector, because Employee performance and motivation are always connected,Motivation is considered as a predictor of job performance. In other words, the determinants of employee job performance were motivation, aptitudes and skill. Thus, motivated employees with high levels of job involvement are considered as important elements to an organization. (Said M,2015)
ReplyDeleteAgreed Manjula" Performance is influenced by four dominant factors that are (1) leadership factor which covers quality, guidance and motivation, (2) personal factor which covers motivation and commitment, skills and competences, (3) systemic factor which covers work facility and work system, (4) environmental factor which covers work environment atmosphere, internal and external elements.(Moreover, Amstrong and Baron ,1998)
DeleteHi Nishad, agree with your blog.
ReplyDeleteThe unprecedented outbreak of the Coronavirus (COVID-19) pandemic had a devastating effect on the global economy. Many businesses experienced a significant decline in their business activities. As a result, their employees were concerned on their job security and long-term employment prospects. The results reported that there were highly significant effects between the employees’ identified motivations and intrinsic motivations, and between their perceptions on their
firms’ socially responsible practices and their intrinsic motivations (Camilleri, 2021)