IELTS Motivating Employees Under Adverse Condition Reading Answers with Passage

Motivating Employees Under Adverse Condition Reading Answers passage highlights strategies to maintain workplace motivation IELTS reading, even during decline. This motivating employees under adverse condition reading answers guide explains key approaches in employee management IELTS passage. Managers can use techniques like goal-setting, tailored rewards, and performance-based incentives to inspire staff. 

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Motivating Employees Under Adverse Condition Reading Passage

This motivating employees under adverse condition reading passage explains how organizations maintain workplace motivation IELTS reading during challenging times. It highlights strategies in employee management IELTS passage, including goal-setting, rewards, and fair performance appraisal. The passage helps readers understand the practical approaches to sustaining morale and productivity under adverse conditions.

Motivating employees under adverse conditions

A.  In a growing organisation as opposed to one that is losing ground, it is much simpler to inspire employees. Promotional opportunities, pay increases, and the excitement of being a part of a dynamic organisation all contribute to feelings of optimism when businesses grow and hire new employees. The expansion can be used by management to motivate and entice staff members. The best and most adaptable employees are more likely to leave on their own accord when a company is contracting. Unfortunately, they are the people with the highest levels of experience and skill that the company cannot afford to lose. The minor employees continue working because they have few other options.

B.  Morale deteriorates as a result of decline. People worry that they will be the next to be laid off. Employee morale and gossip-sharing take a toll on productivity because they aren't putting their full attention into their work. Pay raises are rarely possible for people whose jobs are secure. Pay cuts, unheard of in periods of expansion, might even be implemented. Management must figure out how to inspire workers in the face of such layoffs. The six Key Points that are listed below can be used to broadly classify the approaches to overcoming this challenge.

C. There is a ton of proof to back up the motivational advantages that come from carefully matching workers with jobs. For instance, high achievers should be sought out if the position involves managing a small business or an independent division within a larger company. A candidate with a high need for power and a low need for affiliation should be chosen if the position is a managerial one in a sizable bureaucratic organisation. High achievers shouldn't be assigned to jobs that don't suit their needs, so. High achievers will perform best in jobs that offer moderately difficult goals, independence, and feedback. It's important to keep in mind though that not everyone is motivated by jobs with lots of autonomy, variety, and responsibility.

D. According to research on goal-setting theory, managers should make sure that every employee has clear objectives and gets feedback on how well they are doing toward those objectives. Because high achievers are already internally motivated, the existence of external goals is less significant for those with high achievement needs, who are typically a minority in any organisation. The next decision to be made is whether the goals should be set collectively with the employees or individually by a manager. The answer to that question is based on how goals are perceived and on the culture of the organisation. The use of participation in goal-setting should increase acceptance if resistance to goals is anticipated. But if participation goes against the culture, goals ought to be set. Employees are likely to view the participation process as manipulative and suffer as a result if participation and the culture are out of sync.

E.  No matter how easily management believes an employee is capable of achieving a goal, if an employee believes it is impossible, they will put forth less effort. Therefore, managers need to make sure that workers have faith in their ability to achieve performance objectives. For managers, this means that staff members must be capable of performing their duties and must accept the legitimacy of the appraisal procedure.

F.  Since every employee has different needs, what motivates one employee might not motivate another. Managers could tailor the rewards they have control over by drawing on their knowledge of each employee. Pay, promotions, autonomy, job scope and depth, as well as the chance to take part in goal-setting and decision-making, are some of the more obvious rewards that managers give.

G.  Rewards must be tied to performance, according to managers. Rewarding non-performance-related factors will only strengthen those non-performance-related factors. Amounts of important rewards, such as pay raises and job promotions or advancements, should be set aside for the achievement of the employee's particular objectives. Managers should look for ways to raise their visibility in line with maximising the impact of rewards. Actions that will make rewards more visible and perhaps more motivating include removing the secrecy surrounding pay by publicly disclosing everyone's pay, advertising performance bonuses, and allocating annual salary increases in a lump sum rather than dispersing them over the course of the year.

H.  To give employees the impression that rewards or outcomes are fair and proportionate to the inputs provided, the way rewards are distributed should be transparent. Simplistically, differences in pay, responsibility, and other obvious outcomes should be explained by experience, aptitude, effort, and other obvious inputs. The existence of numerous inputs and outcomes, as well as the fact that different employee groupings place varying amounts of importance on them, complicate the issue. For example, a study comparing clerical and production workers identified nearly twenty inputs and outcomes; the clerical workers placed factors like job knowledge and work quality near the top of their lists while the production workers placed these factors at the bottom of their lists. Similar to how production workers perceived intelligence and personal involvement in task completion as the most crucial inputs, clerks gave these two factors relatively low importance ratings. On the outcome side, there were also significant differences, albeit less pronounced ones. For instance, while clerical workers rated advancement in the bottom third of their list, production workers gave it a very high rating. According to these findings, one person's equity is another person's inequity, so a perfect system would weigh various inputs and outcomes in accordance with the employee group.

Motivating Employees Under Adverse Condition Reading Questions

The motivating employees under adverse condition reading questions test comprehension of key employee management IELTS passage strategies. They focus on workplace motivation IELTS reading techniques like goal-setting, reward systems, and matching tasks to employee strengths. Answering these questions enhances understanding of how managers keep staff motivated during organizational decline.

Multiple Choice Questions (MCQs)

1. Why is it easier to motivate employees in a growing organization?
   A) Higher risk of layoffs
   B) More promotional opportunities
   C) Less workload
   D) Strict performance monitoring
   
   

2. Which employees are most likely to leave during a company’s decline?
   A) Junior staff
   B) Experienced and adaptable employees
   C) Part-time employees
   D) New recruits
   
   

3. What is a key factor in matching employees to jobs?
   A) Employee age
   B) Employee needs and job characteristics
   C) Office location
   D) Length of employment
   
   

4. High achievers perform best when:
   A) Goals are vague
   B) They have independence, feedback, and moderately difficult goals
   C) They have no responsibility
   D) Work is routine and monotonous
   
   

5. Participation in goal-setting should be used when:
   A) The organizational culture opposes it
   B) Resistance to goals is anticipated
   C) Employees are disinterested
   D) Goals are unachievable

True/False/Not Given

6. Morale increases automatically during a company’s decline.

7. Pay cuts are sometimes implemented when a company is contracting.

8. All employees are motivated by autonomy, variety, and responsibility.

9. High achievers are internally motivated and may not need external goals

10. Transparency in rewards ensures that all employees perceive fairness equally.

Sentence Completion

11. Managers should ensure employees believe in their __________ to achieve performance objectives.

12. Rewards should be tied to __________ rather than non-performance-related factors.

13. Employees’ perceptions of fairness depend on their __________ and __________.

14. Tailoring rewards to individual needs can include __________, __________, and participation in decision-making

15. Differences in pay, responsibility, and outcomes should be explained by factors like __________, __________, and __________.

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