KiZRY Bal support rather than focusing on their jobs. For those whose jobs are secure, pay
increases are rarely possible. Pay cuts, unheard of during times of growth, may even be imposed.
The
challenge to management is how to motivate employees under such retrenchment conditions. The ways
of
meeting this challenge can be broadly divided into six Key Points, which are outlined below.
KEY POINT ONE
There is an abundance of evidence to support the motivational benefits that result from carefully matching people to jobs. For example, if the job is running a small business or an autonomous unit within a larger business, high achievers should be sought. However, if the job to be filled is a managerial post in a large bureaucratic organisation, a candidate who has a high need for power and a low need for affiliation should be selected. Accordingly, high achievers should not be put into jobs that are inconsistent with their needs. High achievers will do best when the job provides moderately challenging goals and where there is independence and feedback. However, it should be remembered that not everybody is motivated by jobs that are high in independence, variety and responsibility.
Next
1
