THE CHALLENGE It is a great deal ea

THE CHALLENGE
It is a great deal easier to motivate employees in a growing organisation than a declining one. When organisations are expanding and adding personnel, promotional opportunities, pay rises, and the excitement of being associated with a dynamic organisation create Slings of optimism. Management is able ta use the growth to entice and encourage employees. When an organisation is shrinking, the best and most mobile workers are prone to leave voluntarily. Unfortunately, they are the ones the organisation can least afford to lose- those with me highest skills and experience. The minor employees remain because their job options are limited.
Morale also surfers during decline. People fear they may be the next to be made redundant. Productivity often suffers, as employees spend their time sharing rumours and providing one another with moral 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.

KEY POINT TWO
The literature on goal-setting theory suggests that managers should ensure that all employees have specific goals and receive comments on how well they are doing in those goals. For those with high achievement needs, typically a minority in any organisation, the existence of external goals is less important because high achievers are already internally motivated. The next factor to be determined is whether the goals should be assigned by a manager or collectively set in conjunction with the employees. The answer to that depends on perceptions the culture, however, goals should be assigned. If participation and the culture are incongruous, employees are likely to perceive the participation process as manipulative and be negatively affected by it.

KEY POINT THREE
Regardless of whether goals are achievable or well within management's perceptions of the employee's ability, if employees see them as unachievable they will reduce their effort. Managers must be sure, therefore, that employees feel confident that their efforts can lead to performance goals. For managers, this means that employees must have the capability of doing the job and must regard the appraisal process as valid.

KEY POINT FOUR
Since employees have different needs, what acts as a reinforcement far one may not for another. Managers could use their knowledge of each employee to personalise the rewards over which they have control. Some of the more obvious rewards that managers allocate include pay, promotions, autonomy, job scope and depth, and the opportunity lo participate in goal-setting and decision-making.

KEY POINT FIVE
Managers need to make rewards contingent on performance. To reward factors other than performance will only reinforce those other factors. Key rewards such as pay increases and promotions or advancements should be allocated for the attainment of the employee's specific goals. Consistent with maximising the impact of rewards, managers should look for ways to increase their visibility. Eliminating the secrecy surrounding pay by openly communicating everyone's remuneration, publicising performance bonuses and allocating annual salary increases in a lump sum rather than spreading them out over an entire year are examples of actions that will make rewards more visible and potentially more motivating.

KEY POINT SIX
The way rewards ore distributed should be transparent so that employees perceive that rewards or outcomes are equitable and equal to the inputs given. On a simplistic level, experience, abilities, effort and other obvious inputs should explain differences in pay, responsibility and other obvious outcomes. The problem, however, is complicated by the existence of dozens of inputs and outcomes ana by the Fact that employee groups place different degrees of importance on them. For instance, a study comparing clerical and production workers identified nearly twenty inputs and outcomes. The clerical workers considered factors such as quality of work performed and job knowledge near the top of their list, but these were at the bottom of the production workers' list. Similarly, production workers thought that the most important inputs were intelligence and personal involvement with task accomplishment, two factors that were quite low in the importance ratings of the clerks. There were also important, though less dramatic, differences on the outcome side. For example, production workers rated advancement very highly, whereas clerical workers rated advancement in the lower third of their list. Such findings suggest that one person's equity is another's inequity, so an ideal should probably weigh different inputs and outcomes according to employee group.

Questions 19-24
Do the following statements agree with the views of the writer in Reading Passage 149?
In boxes 19-24 on your answer sheet, write:

YES if the statement t agrees with the claims of the writer
NO if the statement contradicts the claims of the writer
NOT GIVEN if it is impossible to say what the writer thinks about this

19 A shrinking organisation lends to lose its less skilled employees rather than its more skilled employees.
20 It is easier to manage a small business ban a large business.
21 High achievers are well suited lo team work.
22 Some employees can fee! manipulated when asked to participate in goal-setting.
23 The staff appraisal process should be designed by employees.
24 Employees' earnings should be disclosed to everyone within the organisation.

Questions 25-27
Look at the follow groups of worker (Question25-27 )and the list of descriptions below
Match each group with the correct description, A -E.
Write the correct letter, A-E, in boxes 25-27 on your answer sheet.

25 high achievers
26 clerical workers
27 production workers

List of Descriptions

A They judge promotion to be important.
B They have less need of external goats.
C They think that the quality of their work is important.
D They resist goals which are imposed.
E They have limited job options.

Kết quả (Việt) 1:

NHỮNG THÁCH THỨC Nó là rất nhiều dễ dàng hơn để thúc đẩy nhân viên trong một tổ chức phát triển hơn một giảm. Khi tổ chức mở rộng và phải trả thêm nhân viên, cơ hội quảng cáo, tăng lên, và tạo ra sự phấn khích của đang được liên kết với một tổ chức năng động Slings của lạc quan. Quản lý có thể ta sử dụng sự tăng trưởng để lôi kéo và khuyến khích nhân viên. Khi một tổ chức thu hẹp lại, công nhân tốt nhất và đặt điện thoại di động là dễ bị để tự nguyện. Thật không may, họ là những tổ chức có thể ít nhất là đủ khả năng để mất-những người có tôi kỹ năng và kinh nghiệm cao nhất. Các nhân viên nhỏ vẫn vì lựa chọn công việc của họ được giới hạn. Tinh thần cũng lướt trong suy giảm. Những người lo sợ họ có thể là tiếp theo được thực hiện dự phòng. Năng suất thường đau khổ, như nhân viên dành thời gian của họ chia sẻ tin đồn và cung cấp cho nhau với hỗ trợ về đạo Đức hơn là tập trung vào công việc của họ. Đối với những công việc mà được an toàn, trả tiền tăng là hiếm khi có thể. Chi trả cắt giảm, chưa từng nghe thấy của thời gian của sự tăng trưởng, thậm chí có thể được áp dụng. Những thách thức để quản lý là làm thế nào để thúc đẩy nhân viên trong các điều kiện cấp thôi việc. Cách để đáp ứng thách thức này có thể được rộng rãi chia thành sáu điểm chính được nêu dưới đây.MỘT TRONG NHỮNG ĐIỂM CHÍNHĐó là một sự phong phú của các bằng chứng để hỗ trợ các lợi ích motivational là kết quả của cẩn thận kết hợp người đến. Ví dụ, nếu công việc đang chạy một doanh nghiệp nhỏ hoặc một đơn vị tự trị trong một doanh nghiệp lớn hơn, ñaït thaønh tích cao phải được tìm kiếm. Tuy nhiên, nếu công việc để được làm đầy là một bài đăng quản lý trong một tổ chức quan liêu lớn, một ứng cử viên cao cần cho sức mạnh và một nhu cầu thấp cho liên kết nên được lựa chọn. Theo đó, ñaït thaønh tích cao không nên được đưa vào công việc không phù hợp với nhu cầu của họ. Ñaït thaønh tích cao sẽ làm tốt nhất khi công việc cung cấp khó khăn vừa phải mục tiêu và nơi có độc lập và thông tin phản hồi. Tuy nhiên, nên nhớ rằng không phải tất cả mọi người thúc đẩy bởi các công việc có nhiều độc lập, đa dạng và trách nhiệm.KEY ĐIỂM HAIVăn học về thiết lập mục tiêu lý thuyết cho thấy rằng nhà quản lý phải đảm bảo rằng tất cả nhân viên có mục tiêu cụ thể và nhận được ý kiến trên tốt như thế nào họ đang làm trong những mục tiêu. Cho những người có nhu cầu cao thành tích, thông thường một thiểu số trong bất kỳ tổ chức, sự tồn tại của bên ngoài mục tiêu là ít quan trọng bởi vì ñaït thaønh tích cao đã có bên trong động cơ. Yếu tố tiếp theo được xác định là liệu các mục tiêu nên được phân công của một người quản lý hoặc chung đặt cùng với các nhân viên. Câu trả lời cho rằng phụ thuộc vào nhận thức văn hóa, Tuy nhiên, mục tiêu nên được chỉ định. Nếu sự tham gia và các nền văn hóa là incongruous, nhân viên có khả năng cảm nhận quá trình tham gia như manipulative và bị ảnh hưởng tiêu cực của nó.KEY POINT THREERegardless of whether goals are achievable or well within management's perceptions of the employee's ability, if employees see them as unachievable they will reduce their effort. Managers must be sure, therefore, that employees feel confident that their efforts can lead to performance goals. For managers, this means that employees must have the capability of doing the job and must regard the appraisal process as valid.KEY POINT FOURSince employees have different needs, what acts as a reinforcement far one may not for another. Managers could use their knowledge of each employee to personalise the rewards over which they have control. Some of the more obvious rewards that managers allocate include pay, promotions, autonomy, job scope and depth, and the opportunity lo participate in goal-setting and decision-making.KEY POINT FIVEManagers need to make rewards contingent on performance. To reward factors other than performance will only reinforce those other factors. Key rewards such as pay increases and promotions or advancements should be allocated for the attainment of the employee's specific goals. Consistent with maximising the impact of rewards, managers should look for ways to increase their visibility. Eliminating the secrecy surrounding pay by openly communicating everyone's remuneration, publicising performance bonuses and allocating annual salary increases in a lump sum rather than spreading them out over an entire year are examples of actions that will make rewards more visible and potentially more motivating.
KEY POINT SIX
The way rewards ore distributed should be transparent so that employees perceive that rewards or outcomes are equitable and equal to the inputs given. On a simplistic level, experience, abilities, effort and other obvious inputs should explain differences in pay, responsibility and other obvious outcomes. The problem, however, is complicated by the existence of dozens of inputs and outcomes ana by the Fact that employee groups place different degrees of importance on them. For instance, a study comparing clerical and production workers identified nearly twenty inputs and outcomes. The clerical workers considered factors such as quality of work performed and job knowledge near the top of their list, but these were at the bottom of the production workers' list. Similarly, production workers thought that the most important inputs were intelligence and personal involvement with task accomplishment, two factors that were quite low in the importance ratings of the clerks. There were also important, though less dramatic, differences on the outcome side. For example, production workers rated advancement very highly, whereas clerical workers rated advancement in the lower third of their list. Such findings suggest that one person's equity is another's inequity, so an ideal should probably weigh different inputs and outcomes according to employee group.

Questions 19-24
Do the following statements agree with the views of the writer in Reading Passage 149?
In boxes 19-24 on your answer sheet, write:

YES if the statement t agrees with the claims of the writer
NO if the statement contradicts the claims of the writer
NOT GIVEN if it is impossible to say what the writer thinks about this

19 A shrinking organisation lends to lose its less skilled employees rather than its more skilled employees.
20 It is easier to manage a small business ban a large business.
21 High achievers are well suited lo team work.
22 Some employees can fee! manipulated when asked to participate in goal-setting.
23 The staff appraisal process should be designed by employees.
24 Employees' earnings should be disclosed to everyone within the organisation.

Questions 25-27
Look at the follow groups of worker (Question25-27 )and the list of descriptions below
Match each group with the correct description, A -E.
Write the correct letter, A-E, in boxes 25-27 on your answer sheet.

25 high achievers
26 clerical workers
27 production workers

List of Descriptions

A They judge promotion to be important.
B They have less need of external goats.
C They think that the quality of their work is important.
D They resist goals which are imposed.
E They have limited job options.