Business
of workforce diversity, rapid changes in the business environment, and much greater variability in workplace settings. In fact, Coleman (2000) found that the leaders who exhibited such communication flexibility in their leadership styles were most successful in both increasing worker loyalty and in reaching financial goals
Most of these decisions involve a negative impact on worker; i.e., reduced stock option values, freezes on bonuses and salary increases, diminished perks, and even job loss when restructuring is necessary. Paradoxically, the successful planning and implementation of these measures often requires higher levels of employee loyalty and support than organizations expect from workers during more prosperous times.
Meaning-making language's role in maintaining and strengthening worker loyalty becomes even more critical in scenarios where job loss and/or major cultural changes are necessary to restore an organization's financial health. Deal and Kennedy (1999) address the debilitating effect that such extensive changes have on employee loyalty, and how these loyalty changes can effect such critical outcomes as performance and turnover. In response to these risks, the authors contend that downsizing and mergers too often occur when more feasible alternatives are available. Furthermore, in all such cases, leaders need to include employee loyalty as a key factor in strategic decision-making.
Within these subcultures, a leader's ability to articulate the new cultural values and performance norms is a major method for reviving shattered morale
MOTIVATION IN WORK ORGANISATIONS by Edward D. Lawler III
Herzberg Theory and Maslow Theory
Organizational Behavior by Griffin and Moorhead
Herzberg¡¯s Two factor Theory
TCLP STUDY IN RELATION TO HERZBERG'S THEORY