Staff Motivation Model of Organizational Literature Review

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The notion of age particular incentives is further discussed in Age and Work Related Motives. The author's findings are that "intrinsic and achievement motives are more important for older workers as compared to younger workers" (Kooij, D. Delange, a. Jansen, P. Kanfer, R. & Dikkers, J. 2011. pp 20/217). Given this finding, "older workers should be offered more mentor roles, and since motive strength for interesting work, autonomy, and achievement increases with age, older workers' jobs should be redesigned to include these characteristics" (Kooij, D. et al. 2011. pp 20/217).

2.9 Resistance to Change

From the specifics of age and gender factors on motivation and organizational dynamics, the literature review concludes with the examination of the change directive and the resistance which can impede its implementation. If the review thus far has produced a single finding it is a considerable relationship between individual motivation, their subsequent performance, and the successful implementation of organizational change. Resistance though can stall efforts to integrate and cement the change directive in the organization. A study by Ford, Ford, and McNamara reveals that resistance is not a "homogenous reality" (Ford, J. Ford, L. & McNamara, R. 2001. pp 2/106), rather it is based on the "constructed reality in which people live" Ford, J. et al. 2001. pp 2/106).

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Referring back to the discussion on personal motivation and incentives, it is logical to conclude that resistance foments not as a collective angst but rather is born of the individual's consideration. From this point resistance can only be substantively tackled if individual rationales are examined by organizational change agents.

2.10 Conclusion

The extensive literature review elucidates the connection between individual motivation, incentives, performance, and organizational culture. Based on the Kotter eight-step model, organizational change can only occur in the context of an engaged and committed workforce which is incentivized to freely communicate, share information, and work toward a unifying vision. The implicit and underlying assumption in working through the Kotter model is that change agents are ubiquitous throughout an organizational structure which is egalitarian and open to information interchange.

The question of demographic variances; age and gender also play a role in the understanding of how organizational change unfolds. Age and gender are factors in determining the correct motivation and incentive packages for employees, however, these differences must be tactfully and strategically examined in order for employees to become engaged in the change process and commit to its implementation. Conclusively the literature determines that organizational change will not occur if staff motivation is lacking or misplaced from the direction and.....

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