Management Assignment Analysing Scenarios Based on Organisational Change

Question

Task: Management Assignment Part One:
According to Rollinson (2010), who cites Vroom, ‘task performance’ does not rely solely on motivation.
Required: Critically evaluate the use of motivation theories in contemporary business to determine their effectiveness in improving employee task performance. Part Two:
"Soft systems approaches to change emphasize not just the content and control of change but also the process by which change comes about. They require consideration of the cultural and political aspects of organisations as much as the structure and systems". (Senior and Fleming: 2006).
Required: Determine in what situations it is either appropriate or inappropriate to employ soft system methodologies.

Answer

Management Assignment Part One
Introduction
When a person works for an organisation, he/she is expected to deliver a performance which will meet the organisational goals. The efficiency and the effectiveness of an employee determine their career growth. Every organisation wants its employees to be motivated, active and high-performance achievers (Fan, Liu & Zou, 2018). However, the monotony of every day work and the hectic work schedules with low work life balance starts de-motivating the employees. In fact, lack of sufficient growth at work or in career also de-motivates the employees. This declining motivation results in low performance. Thus, motivation plays a very important role in enhancing the task performance of the employees. There are some opponents who believe that task performance does not necessarily depend on motivation of the employees. In this paper, the importance of motivation for organisations is discussed with reference to task performance of the employees. The paper will highlight some theories on motivation, their organisational application, and their drawbacks in real life instances.

Motivation of Employees
As per Idowu (2017), motivation is a very significant factor in organisational performance. Motivation is considered to be a crucial factor in predicting job performance of an employee. The employee task performance depends on few other factors besides motivation, like skill, knowledge, attitude, and aptitude. Motivated employees usually show a high level of engagement and involvement in their jobs. This motivation also boosts the efficiency of the employees. Motivation as suggested by Nurlina (2021), improves the cognitive factors of an individual like learning and perception. It upgrades the performance and capability of the individual. This fosters better growth at work within the organisational setting. For retaining of the employees, reducing the absent rate and employee turnover, motivation is one of the key factors on which the human resource managers concentrate. The HR tries to improve the productivity of the employees by motivating them to perform better and achieve more.

Employee task performance
According to Chen et al (2018), employee task performance refers to the key job responsibilities that the employee has. Task performance is also referred to in-role prescribed behaviour. The task performance of the employees lay the foundation of organisational performance. The efficiency and the effectiveness with which the employees perform impact the performance of the organisation. The employees have their deliverables and work outcomes which constitute their task performance. The quality and quantity of the employees’ work output is considered when the task performance is evaluated. There are various factors that affect the task performance of the employee. These include job satisfaction, employee engagement, training and development, tools and equipment, goals and expectations and morale and company culture (Rodriguez & Walters, 2017). Above all these, to stay in the job and remain focused the employees need motivation.

Irrespective of the industry, every organisation in every sector needs the employees to perform well, remain productive and help the organisation achieve the organisational goals. To fulfil the organisational objectives, the employees need to enjoy their work, stay motivated and inspired. The leaders of the organisation and the human resource managers have an important role to play here. They need to constant motivate the employees to enhance their task performance and contribute more towards the betterment of the organisation (Ciobanu, Androniceanu & Lazaroiu, 2019). There is a noticeable impact of organisational age and size on the engagement of the organisation. However, SMEs to large firms, old to new, every organisation is in need of a productive workforce, with motivated and high achievers.

Theories of Motivation
Motivation as a field of study is vast. There are several theories that have been developed on motivation. Few of the popular theories will be discussed in this paper.

Maslow’s hierarchy of needs
As per Lussier (2019), Abraham Maslow proposed that when the needs of a person are fulfilled the person will feel motivated. The basic need of an individual lie at the lowest level in the hierarchy. The needs keep increasing as one move up the hierarchy. The need fulfilment starts with the fulfilment of the basic needs. As per the hierarchy of Maslow, the needs have been divided into various levels. The lowest and basic is the physiological need comprising food, clothing and shelter. At the next level lies the safety requirement, which includes dangers, deprivation or threats (Hale et al, 2019). In the next level lies the social need, which involves association, belongingness, affiliation, etc. In the fourth level of the hierarchy lies self-esteem which refers to recognition and respect. Finally, at the highest level of the hierarchy is self-actualisation which includes learning, personal development, challenging tasks, etc.

Hertzberg’s two factor theory
As per Alshmemri, Shahwan-Akl & Maude (2017), Hertzberg divided the needs into two types including motivating factors and hygiene factors. Hygiene factors are some basic needs that ensure that the employees at workplace are not dissatisfied. The motivation factors are important to the organisation and its employees. These factors ensure motivation and satisfaction of the employee at work and its reflection in higher performance. The presence of hygiene factors does not ensure motivation of the employees. Similarly, in the absence of hygiene factors the employees cannot remain motivated.

McClelland’s theory of needs
As per the theory of McClelland’s theory of motivation, there are three drivers of motivation. These factors are not affected by the age or gender of the individual. The dominance of one of these three drivers will be noticeable in one’s behaviour (Osemeke & Adegboyega, 2017). The life experiences and expectations determine the dominant drive in an employee. The motivating drivers include achievement, affiliation and power. These motivators are very significant in organisational performance and task enhancement of employees. Achievement is very important as it arouses the need in the employees to accomplish their task and demonstrate their competence in delivering the output. The employees who are high achievers prefer indulging in tasks that include taking personal responsibility. They want to deliver result-based task to highlight their own efforts. The motivation of these achievers lies in their quick recognition and acknowledgment at their workplace on the basis of their progress. Affiliation is another motivator for the employees at work. As stated by Rybnicek, Bergner & Gutschelhofer (2019), affiliation implies the need for belongingness, love and social acceptance. Employees who have a high need for affiliation tend to get motivated when they are liked by others and accepted at their workplace. These motivated employees take part in the social gatherings. They also try to avoid conflicts. One of the biggest motivators at work or in life is power. Through the possession of power, one can control others’ as well as their own work. Those who crave for power, try to get into situations where they can exercise their powers over others and influence them. This motivator of power mainly works for the managers and leaders at organisations. These individuals aspire to gain power and position in their organisation. The authority and status motivate them at work. These individuals are more concerned about their influence at workplace than effective output (Verma, 2017).

Vroom’s theory of expectancy
As per the theory of Vroom, the motivation of the employees lies in two conditions. First, if the employees know that their productivity and efforts will lead them to success, they will remain motivated. The other condition is that if the employees know that they will be rewarded for their achievements, they will try to be motivated and productive at work. According to Lloyd & Mertens (2018), Victor Vroom believed that the employees will put in higher efforts when they know that there is a positive relationship between effort, performance and rewards.

Application of Motivation for Performance Enhancement in Organisations
To motivate the employees, the organisations and its leaders try to adopt various measures. The organisations in different industries today are facing one common problem of employee turnover. The employees tend to leave their jobs and switch to another organisations which gives them better perks and prospects. The employees remain motivated and satisfied when certain aspects or needs are fulfilled (Khan & Wajidi, 2019). These could include the characteristics of the job, the rewards, working conditions, appreciation and recognition, training and development programs, promotion, performance appraisal, job security, leadership and power, etc. There are some common employee-motivating steps which organisations follow these days to enhance their employees’ task performance. The two most common measures are performance appraisal and reward and recognition programs.

Performance Appraisal
As per DeNisi & Murphy (2017), performance appraisal refers to the process by which the organisation ensures that the organisational objectives are fulfilled. There are certain outputs and activities which need to be completed in an efficient and effective manner in order to get the appraisal. Performance management is a very important aspect in employee task performance enhancement. The employees are monitored and their performance in measured. The performance appraisal is meant for motivating the employees. This motivation in the form of appraisal could help in improving the productivity of the employee. The performance appraisal could be based on attendance, leadership, innovation, time and crisis management, etc. The employees like being appreciate and appraised (Islami, Mulolli & Mustafa, 2018). The employees tend to put in more effort when they see their performance could help them meet their career goals.

Rewards and Recognition Programs
As opined by Ndungu (2017), employees expect recognition at work. The employee recognition programs help in rewarding the employees. The employer takes this initiative to present an award to the employee for their performance, achievement and innovations. Employee recognition’s main benefit is it motivates the employees to perform better, be more productive and efficient. Since childhood everyone likes getting prizes. The rewards at workplace are a form of recognition for the work. This not only motivates the employee but also reinforces the expectations of the organisation. The organisation rewards certain performances over others through which it conveys what are the expectations of the organisation from the employees. Besides spurring higher motivation, recognition and rewards help in building better employee-employer relationships, which enhances task performance and engagement. Rewards are a source of appreciation and respect for the performance.

Theory in Practice: Advantages and Disadvantages of Theories in Organisational Effectiveness
The theories of motivation like Maslow, Hertzberg, McClelland and Vroom are applied by various organisations to facilitate employee motivation and task enhancement. There are various advantages of the motivational theories. In practice following Maslow, when a person joins an organisation as an employee, his/her basic need is the salary that the job pays. Gradually, the needs keep increasing. The other needs from the job could be medical facility, leaves, travelling allowance, etc. Once the needs of job security and safety are met, the employees expect to enhance their self-esteem, which involves recognition at work (Bibi et al, 2021). At the highest level in a job, the employees aspire for challenging tasks, a better designation, etc. The organisation and its leaders need to understand the needs of the employees and accordingly help them to fulfil their needs. Similarly as per Hertzberg, the employees have sanitation and other hygienic requirements at workplace besides looking for motivation to get to work every day. Based on Vroom’s theory, performance appraisal and rewards are adopted as means of motivating the employees and enhancing their performance by organisations. Going by the theory of McClelland, achievement, affiliation and power are few of the things which attract employees and motivate them to put in greater effort (Caringal-Go & Hechanova, 2018).

There are some disadvantages of these motivational theories. As per Olufunminiyi (2019), the major disadvantage of the theories is it is generalised. However, every theory cannot be applied to every situation or organisation. The organisations and its leaders or management must identify the needs of its employees. Not every employee of every organisation is motivated in the same way. For a labourer, the salary increment could be a motivation while for a manager; the motivation could be a challenging assignment or appraisal. Thus, the theories need to be adjusted and amended as per the situation and applied. However, the theories are practically applicable and effective.

Conclusion
It can be concluded from this paper that motivation is a very important and inseparable part of organisational performance. In order to enhance the performance of the employees, motivation is required as it pushes them to perform better and exhibit higher positivity and spirit. There are different motivation theories which have been discussed in this paper. The organisations within various industries are following these theories. However, there are some practical drawbacks of the theory which needs certain amendments during application to real life situations. Irrespective of the drawbacks, these motivation theories are effective. The organisations can formulate measures based on these theories to motivate and improve the task performance of their workforce.

Part Two
Introduction
The essay will focus on the organisational change methodology analysis through the help of the soft and hard model change (Senior & Fleming, 2006). However, after analysing the model the disadvantages and advantages are being segregated which will give clearer concept to the change. Therefore, a company is generally encompassed by its atmosphere and a company obtains its inputs from that atmosphere and leaves its output in to. Thus the macro and micro environment in which the organization is performing impacts in many ways like what the company generates how it performs and its sells. (Baldassarre et al., 2020). The factors of environment that is impacting the hard system approaches to change include suppliers, markets, taxation, legislation and labour supply. At the end of the report there is a prominent conclusion which will give more concise way to complete this essay to the reader.

Discussion
The atmosphere is getting a lot of unpredictability for the future prospect that is also stated as the speed, which also fastens and the future becomes more uncertain. The elements, which may require change in the company, can be split among internal as well as external elements (Zafar & Svensson, 2020). The elements of external change emerge within the environment of organization and the internal elements are generally featured as compiling, people, technology, administrative structures and task. The factors of internal and external for change are always independent. Thus, the change forces in a company are generally the outcome of certain external force. The researchers also predicted that companies do not react to the major aspects like raising competition, anticipations of consumers or new laws will soon fall and may exist.

Figure: 1- PETS (Political, economic, technological and socio-cultural) elements that impacts the hard system approaches to change.
Source: (Ebrahimi, 2020)

The systems model or the company-wide change lays more stress on the fact that a change must be executed company-wide despite executing it piecemeal (Ebrahimi, 2020). The model gives an entirely new dimension to the idea of organizational change and explains the role played by 6 inter-lined or inter-dependant variables such as people, strategy, task, technology, culture and design (Field, 2020). All these 6 variables are the key concentration of planned change. There is a continuation in management between soft and hard. The hard is the administration that devises a plan, observes performance and sets up structures. The soft comprises of the people friendly management depended on emotions.

Soft system methodology
The methodology of soft systems is an essential device in system research. It is a cyclic learning system that utilizes the human activity model to discover with the actors in the actual world problematic situation, their insights of that situation and their readiness to choose upon motivational action which accommodates various insights of actors, values and judgements (Mehrabioun & Mahdizadeh, 2020). SSM tries to learn and embrace the problematic situations between the team of stakeholders rather than setting out to mitigate a problem that is pre-explained. The purpose of discovering or soft approach supports to improvise their procedure when it comes to the making of a decision about their organization's motives. There are 2 models to SSM, system thinking about actual worlds and real-world activities. Most of the work includes meetings and interviews to earn perspectives of the problematic situation; this is displayed by the utilization of rich images of CATWOE. System thinking will utilize ideas like; communication hierarchy, emergent properties and control to recognize reliable systems which could facilitate helpful information. SSM is a systematic methodology that concentrates on the entire, instead of the proportions.

Thus, the approaches of soft system to change in the organization is effective as on the other hand, hard system to change is not of a great help in the situation that remains across the hard-soft continuum to change situation; it is needed to develop various model for the happening of change in the organization (Zhang et al., 2020). Most of the models of change are related to soft situations and the systems required redesigning at various levels of organization. There are several variants for changing as well as examining in the soft approaches and produced a normalised explanation that is organizational development (Senior & Fleming, 2006). It is also stated that the individual put focuses primarily on individual within the organization and manages them as both the drivers of change. The process of Organizational enhancement also views people as social-beings that hold a willingness to establish groups and the organization as systems, which comprise of sub-systems. Each separate part of companies is not inter-linked and inter-related with each other. One of the traditional models but still taken as an useful organizational development theories will be Lewin’s model that can be divided into 3 parts: refreezing, moving and unfreezing.

Unfreezing covers the habitual requirements of people that is already shaken up regarding the thinking and behaviour thinking to increase their awareness for the requirement of change. The context of moving is crucially described as the procedure in order to make actual changes, which will also move the firm for making a latest stature. Henceforth, the process of refreezing also consist of institutionalizing as well as stabilizing regarding the changes by which the company will not moving forward that back to the situation before changing the procedure properly.

Another model, which is taken in the soft system, is called as Action-research based model or ARB model of change. It also differs much from the context of hard system approaches to change. An ARB model of change is not considered as the on-off activity such as the hard system approaches to conversion (HSMC) that finishes when a change has been adapted, but it is a consistent or cyclical process that is continued and regulates as being a part of regular organizational life or activity (Ebrahimi, 2020). It stresses on all those who are or may be considered in change that should be part of the process of decision making. The action- research model consists of five consecutive stages.

The future and the current: The current situation that is recognised and the objectives that is taken the change, are well determined. Earning commitment towards goal and the requirement for change: The objective that is taken up and the commitment made towards it is achieved (Alizadeh et al., 2020). if the change procedure does not gain support appropriately, in this particular stage it is still feasible to show the project instead of great loss .

Adapting the action plan: The change that is identified from the present company’s state to its wanted future state is well designed and those that are wanting to guide the procedure of planning and implementation, they require to observe what requirements to be completed and where the action plan take a place (Lohman, 2020).

Execution of the change: Within the organization the latest system is also implemented in an appropriate manner. There are different things, which can make the procedure of execution simpler to finish (Graves & Karabayeva, 2020). Therefore, some of the examples of these particular kinds of activities will be survey feedback, organizational observing and intergroup confrontation.

Authorize and strengthen the change: The least thing to measure how effective the established goals that have been achieved and to make sure that this process of change is brought to a finish and the newest system is aligned with it. As it is difficult to weigh the success of the change procedure in a system approaches to change than comparing to the hard system, there are many ways in which it can be carried out. However, the measurement that is extracted are actually more abstract and an evaluation is completed for example in the shape of interview.

Characters of the manager of change: Handling change can be the most essential and satisfying thing to perform as a manager (Larson, Vroman & Makarius, 2020). By changing the company the manager may view the company's effectiveness to rise. The standard of work may improvise by the personalized satisfaction and ethics of subordinates. The manager of the project, when doing a project, promotes also the change. For a victorious project and change execution, the project manager has to have some competencies for his or her assignment.

Advantages of Action-research based model of change:
It improvises the preparedness of an organization in proactively reacting to the change by expecting the change in advance and establishing the internal mechanism; The model is greatly methodological and adopts an approach that is step by step, which supports the organizational development professionals in executing and planning interventions guided towards improvising the competitiveness of the organization and the situation of business (Conlon, Molloy & ZolzerBryce, 2020).

Limitation:
Faces problem in differentiating between research and action and make sure the application of both consumes a lot of time in the completion of action research because of a broad range of reasons that are not infrequent occurrences. In this model, there is also the absence of rigour and repeatability (Moumivand, Azar & Toloie Eshlaghy, 2021).

A hard system model of change:
The hard system analysis displays a model which has a clear objective that reaches these goals. This shows a model which has a clear objective and these goals can be expressed in quantitative terms permitting the development of mathematical models. It is presumed that the essence of the approach of the hard system comprises several sub-systems and that the parts of these sub-systems can be recognized and quantified to describe the workings of those sub-systems (Hanafizadeh, Mehrabioun & Mostasharirad, 2021). The hard system model of change is a way for framing and executing the change in situations that have the feature of hard complication that is the situation—where the existing issues are known and agreed by most individuals in the situation; where easier system prevails; where quantitative criterion can be utilized to analyse options for change. It is depended on the way to mitigate problems and make decisions.

The hard system model of change that stands for HMSC is depended on the ways of analysis and the associated change with the operational research, systems engineering and project management (Golden-Biddle, 2020). However, with the help of HMSC, it is simpler to regulate goals for change discoverspreferences for action and then at the end test them against a bunch of overt criteria. Hard system model of change is split into 3 parts: options, descriptions and execution (Khayame & Abdeljawad, 2020).

Options:
Production of options: In this particular phase the medium that is used to reach the objectives are explained and a list containing those options is concluded (Putra et al., 2020).

Detailing and editing chosen options: On eof the best among all the option mentioned in the earlier stage are selected and they are explained in more details.

Assessing options against measures: In this significant phase the selected possibilities are assessed against the criterion recognised previously (Conlon, Molloy & ZolzerBryce, 2020). With the motive to contrast various options with one another it is helpful to utilise, as an example, assessing matrix that would make it quite simpler to discover options..

Execution:
To execute the change there are 2 ways: parallel running, pilot studies and big bang. Thus executing by utilizing pilot studies is considered as one of the safest way, as it discloses the eventual flaws of the new system and they can be resolved before the working of old system is deserted. Thus, on the other hand parallel running indicates the situation where both new and old systems can run along with each other (Hutagalung et al., 2020). It can be stated as an effective system as it paces the change but the change is still secure as the old system can be made to run till they are sure of the new system efficacy and reliability. Big bang is taken as one of the fastest way but it also involves a great risk of failure and can fail unless it is designed very precisely. It is not require to select one among these strategies of execution; the best one would be the combination of all three (Moumivand, Azar & Toloie Eshlaghy, 2021).

Consolidation:
Whenever there is an installation of new system in the company there it leads to a drop in concentration and losing control. This must be neglected as even though the execution can be successful there can be some issues which can come up afterwards and require quick mitigation. Even if the analysis of HSMC is effective in managing with situations of high complexity it can be utilized also as a beginning point of an examination of more situations that are messy. (Novitasari et al., 2020). To promote a way quickly by the analysis of HMSC can produce an advice of at least a provisional mitigation within a situation needing change. Thus, it is very essential to retain people impacted by change to feed with information well of upcoming changes from the very starting.

The above mentioned where some of the benefits of using the hard system approaches to change.

Thus, there are certain limitations to the hard system model as they only give a practical approach to change that has been framed to apply to situations of low-medium complications instead of high complications (Gonzalez-Rivero et al., 2020).

The difference between hard and soft change approaches are:

Conclusion
From the above study it can be depicted that there are some limitations to hard system model of change as they only facilitate a practical model of change that has already been designed to be applied onto solutions of mild complications in spite of higher complexities. The HSMC (HARD system model of change) is not much of a support in situations that is present across the continuation of change situations.?

References for Part One
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