Managing change and people in organizations

What could ensure total loyalty from any employee?   Is it above market median pay, liberal benefits, fancy perquisites, accelerated career, or robust recognition opportunities? Having a sound reward plan, is no guarantee for eliciting employee’s loyalty and serve as a passport to superior performance. The employee reward plans can at best achieve short-term and purely a temporary correction in employee behaviour. Reward programs do not produce lasting changes in employee behaviour just as penalising employee brings an impact which lasts only for short periods. The positive impact of rewards lasts only for a few days just like the swing and sting of cricket ball which is lost once the shine fades away. Employers cannot aspire to secure a durable loyalty by rewarding the milestone anniversaries with liberal monetary rewards. Long serving employees are not committed to  acknowledging  with continuous contribution. Acknowledging invokes positive feeling which lasts till the r

“Withhold not good from them to whom it is due, when it is in the power of thine hand to do [it].” Bible. The basic rule of effective people management in organizations is a deep understanding of the work ethics in different cultures. In the culture of collectivism, the value of people and social acceptance are high compared to culture of individualism where importance is on individual excellence. The collectivist culture, values the group needs of cohesion and working as one team.This is the culture in most African nations. Collectivism places higher importance on collaborative task execution and focuses on what the group has in common. It will be futile to design rewards for individual excellence in those cultures. Individualism  focuses on engaging in competitive tasks and the emphasis is on making the individual noticeable. In a culture that  puts importance on agreeing on social norms and treat jobs as interdependent, collectivism is more powerful, whereas  in stratified