Organizational Change: the Effect on Employee Morale and Motivation

Abstract News of suppose losses (whether we label them as d swaysizing, layoffs, or restructuring) reaches us chance(a). And more or littletimes the reality hits close to home loss of a melodic phrase of a family member, a close friend, a valued co get sleddinger or someone you supervise. According to McKinley, Sanchez and Schick (1995), This process of deliberate personnel reduction has been justified as a cost-cutting measure and as an incentive to extend productivity. However, evidence has sh knowledge that galvanic pilesizing contradictly affects employee esprit de corps and productivity. era people who lose their stocks puke be substantively impacted by loss of fiscal security measure, forethought for the future, and steady decreased self-esteem, its important to recognize that people who survive rail line cuts face their own set of negative consequences. This group of survivors whitethorn set forbidden essay as well as touch sensationings of anxiety or depression. This paper examines these issues by reviewing the legion(predicate) organisational and leadership permutes that shit take awayn lead at wellpoint, Inc. within the last dickens years.In addition, a small sample of well point associates was cogitationed to assess the beliefs that the organizational restructuring and leadership changes render had on employee team spirit everyplace the last two years. The results of that survey are presented in this paper. Introduction What single change ca utilises the or so consternation in the black market place? The announcement of job cutbacks. With all the recent faculty reduction announcements, this news is all too familiar. With it comes the conterminous negative effect on employee morale, both for the cease employees and the remaining staff.Emotional turmoil resulting from an eveningt such as organizational change can leave lasting scars on individuals and organizations. Disruption of normal operation can be tran sient if normal olfactory sensationings of grief, loss, fear, and even guilt and anger are allowed to be expressed when the organizational change is worldness announced and/or is occurring. However, if these find oneselfings are not allowed expression, they whitethorn be manifested later in more unplayful and damaging forms such as change magnitude illness absenteeism and change stateoer decreased productivity and morale and isruption in communion among employees and amid employees and performrs (Abbasi and Hollman, 1998). This can lead to massive chaos and interruption in the smooth spring of subject activities? Abbasi and Hollman. (1998) emphasize the following, There has been a clear change in unified philosophy among American firms in the preceding(a) two decades. Firms which once perceived employees as long-term assets to be nurtured, developed, engaged, and empowered by centering, now see them as commodities. Workers are rook-term expendable costs to be jettison ed at a moments notice when downsizing.The steady drumbeat of layoffs in recent years has made umteen tameers feel that the days of travel security are gone for technical, no matter how dedicated they whitethorn be. K. Mishra, Spreitzer and A. MIshra (1998) support this idea with the following, Downsizing has become almost a way of life for U. S. companies. In fact, a prime(prenominal) round of downsizing is generally followed by a second round a short time later. Sixty-seven percent of firms that cut jobs in a tending(p) year do so again the following year. The resolution of these changes and the resulting impact on employees morale is discussed. This paper reviews literature that addresses corporal downsizing, what it is and wherefore it is important. The literature review accepts books and various articles. To assess the effect that these changes put up had on employee morale, a 15- disbelief survey was minded(p) to a small sample of well point associates to measur e their current feelings that impact their self-confidence. The results of the survey are offered, along with an analysis of the data, including conclusions. Literature ReviewCurrent business literature supports the idea that although managers implement downsizing to enhance profitability and productivity, query reveals that downsizing does not always result in high schooler earnings, improved productivity and better customer service and that workforce reductions ofttimes adversely affect employee attitude and morale. Abbasi and Hollman (1990) point out that throughout the aboriginal 1990s, the newspapers and air totters were filled with stories of study American companies announcing layoffs of several thousand additional employees.Companies large and small were cutting jobs at a rate never seen before in American economic history. The trend toward downsizing is so pervasive, and its impact so profound, that it literally shapes the business system of many another(prenominal)( prenominal) companies. In a memorize by Watson Wyatt Worldwide, it was reported that fewer than half of the companies it surveyed after the 1990 recession met profit goals after downsizing. Furthermore, study after study has challenged and often contradicted the long-term benefit of staffing cutbacks as a imagines to return to profitability.However, according to Carol W. Garnant, The yield one issue that companies immediately face when downsizing is employee morale. She adds that prompt resolution of staffing and organizational issues is essential to the first step in change. The longer the process takes, the more painful it becomes, and the greater the chance of losing key employees in the disruptive environment. Abbasi and Hollman (1990) contend that todays organizations no longer provide workers with a secure and persistent workplace.Its an unstable environment where workers work for managers who often find their compassion and concern for workers in shrewdly conflict with the pressures of relentless competition and investor commandations. Over the years, many employees arrested in their organization becaexercising the considerd it was a good place to work. They believed in the organization, were loyal to it, and had expectations of periodic pay increases and regular opportunities for advancement. Their interests were aligned with those of management. The old paradigm is now gone.The apologue that institutions will take care of their employees has been bust. Lately, each round of organizational restructuring results in more bodies on the corporate scrap heap. Abbasi and Hollman (1990) agree that one of the biggest problems arising from workforce reduction concerns the devastating impact on employee morale and attitudes. A sense of foreboding usually pervades the workplace where downsizing is macrocosm discussed or is in progress. Employees often feel that their long years of work and dedication to the company are not reciprocated.They whitethorn perceive themselves as victims of some abstract management exercise which is outside their retain and beyond their capacity to comprehend. Cutting staff doesnt always work in fact, it often has the opposite effect. The American Management Association surveyed 700 companies that had downsized between 1989 and 1994. Employee morale plummeted in 83% of the companies. Employees who survive the unsettling and disruptive effect of downsizing in addition tend to experience a disproportionate count of problems. They feel that management has put them at the very bottom of its antecedency list.According to Abbasi and Hollman, they feel betrayed, yield ebbing morale, become dispirited and self-absorbed, submit a larger bend of stress disability claims, become obsessed with layoffs and internal politics, and exhibit various behavioral problems. Many workers are obligate to struggle with heavier workloads and become overburdened to the point of burnout. Others experience heightened anxi ety as they wonder who will be attached to go and if they will be able to make it safely to retirement before being forced out in a subsequent downsizing.After all, downsizing seems to be agitate more downsizing. Three out of four firms that downsize in one year plan to do it again in the next year. With some of the surviving employees having trouble getting to work on time and spending their day just leaving through the motions, no longer enjoying what they do, companies are finding that these employees are suffering from workplace depression. bodied psychologists coined this phrase to characterize the feelings of suppressed anger and anxiety that are widespread in todays workplace.According to Marjorie Whigham-Desair (1993), The symptoms do form a general lack of enthusiasm and low productivity to high absenteeism coupled with a low rate of voluntary employee turnover. This results in delays in projected deadlines and lackluster employees. Psychologists agree that the recent wave of corporate layoffs has taken its psychological toll on the nations workforce. When companies eliminate large routines game of workers, those who remain experience anxiety, says Therman Evans (1993), MD. , president and CEO of Whole Life Associates, a stress-management firm based in Elkins Park, PA.This leads to higher workers compensation claims and extremely paranoid employees. As companies downsize, responsibilities shift to those who remain, this can result in frustration, irritability, frighten away and ultimately burnout, adds Michael D. Cox (1993), Ph. D a psychologist at Baylor College of Medicine in Houston. As authors and human resourcefulness consultants Kenneth N. Wexley and Stanley B. Silverman (1993) point out in their book, Working Scared Achieving Success in Trying Times, organizations that downsize violate two fundamental factors that motivate workers the call for for security and the desire for justice.Not only do surviving employees distrust the compan y, they in any case become more cautious. As a result, innovation and creativity are stifled. populate worry closely the unknown and direct time to prepare for it, says Cox. They dont like to be given naughty news abruptly they dont want to feel out of control. Those managers who must implement layoffs suffer too. Two researchers found that managers often become abrasive, narcissistic, withdrawn, alienated, apathetic or depressed. Mishra et al. 1998) found, the irony is that downsizing companies are unknowingly destroying the very qualities they need for competitive advantage, namely their employees trust and empowerment. At the same time they are downsizing, many companies are advocating the implementation of high-involvement work systems and congeries quality management strategies. Yet employee trust and empowerment, often shattered in the process of downsizing, are the engines that make these initiatives work, resulting in a decrease in employee motivation and increase emp loyee absenteeism. Mishra et al. 1998) call attention to the fact that trust between managers and employees is critical for effective work relationships, especially down the stairs conditions of high uncertainty and conflict. Trust is defined as an individuals willingness to be vulnerable to another based on the belief that the other crock upy is competent, open, reliable, and concerned about the individuals own interests. Employee trust and empowerment decline considerably during downsizing. Survivors may no longer trust top managements openness because communication is not credible or knowledge is withheld.Survivors may not believe that management cares about employees needs if they see that their welfare has been sacrificed for top managers personal gain. Survivors sense of empowerment may suffer and their competency in addition may be threatened as they take on the jobs of laid-off coworkers, which often require different skills. Their sense of personal control may suffer b ecause of unclear or constantly changing job responsibilities or frequent layoffs that leave them wondering if they are next. Not surprisingly, their willingness to take risks may decline, and they may become more resistant to change (Mishra et al. 1998). Isabella (1989) suggests, Companies that downsize may be unprepared for the strong emotions, lengthy adjustment time, diminished morale, and lower productivity experienced by the survivors of massive restructuring. In fact, companies often have surprisingly piddling education about the adjustments and assessments of those ultimately responsible for revitalizing the company. Isabella (1989) adds, The downsizing also can trigger substantial uncertainty and concern for ones professional and personal future. lookingings of security can be of significant concern because years spent in an organization can bring out a level of familiarity that is difficult to rebuild elsewhere. Therefore, it is not uncommon to employees update their resumes and begin seeking drill elsewhere during these stressful times. This certainly has been the case for employees of well point, Inc. Shortly after the Anthem/WellPoint Health entanglement merger in 2004, when the company became known as WellPoint, Inc. , numerous attempts have been made to reengineer the company and smirch duplication wherever possible.Even after several rounds of layoffs, WellPoint, Inc. once again decided to trim more positions as it faces a still-sluggish economy and uncertainty from potential health-care reforms coming out of Washington. As the economic environment changes, WellPoint reviews the size and skills of our work force and makes adjustments as necessary, WellPoint spokeswoman Kristin Binns said in an email. trouble reductions by businesses crosswise the country during the downturn have caused shrinking membership in many of WellPoints employer-sponsored health plans.The company said it is looking for ways to operate more efficiently in 2010 . Early this year, WellPoint trimmed about 1,500 jobs in a move that included about 600 layoffs (Lee, 2009). This leads to those who are leftfield fuck feeling very uncertain about their own job security, wondering if they will survive the next phase of layoffs. Gibbons and Brenowitz (2001) acknowledge, Only the luckiest businesses in any industry will survive their entire lifecycles without experiencing the wrath of corporate downsizing. In the aftermath of downsizing, fewer people are left to do the same or increased amount of work.The organization, once designed for and built around a greater number of people, is now left in a state of im isotropy. While survivors usually move from denial to acceptance, they often struggle to get on that point. They further state, At a time when theyre feeling the lowest, middle management must perpetrate at their best. Although the company appears to be in a state of chaos, managers must seem calm, confident and in control. Its their job to begin allocating tasks, confirming work objectives, making sure people stay center on get tasks, and pulling together a new team. What many companies may not perpetrate is that the design of an organization cannot withstand such turbulence without some degree of consequence. Senior management cannot get into to re ratio the companys design by moving around a few boxes on the organizational chart. The fact is that organization design goes beyond the company structure. It addresses issues more systemic than the lines, boxes and arrangement of people and functions. It includes such factors as information and reward systems, management and decision making processes mission, vision and values business strategy and people (Gibbons and Brenowitz, 2001).In addition to impacting management, downsizing also has a profound effect on those who survive. Some of the most common challenges survivors of downsizing face include guilt, some remaining employees may feel guilty that they were rel ieve from the job cuts stress, not only do employees have to cope with the stress of job insecurity, but they also have even more work to do with fewer resources and anxiety, the anxiety engendered by job cuts doesnt end with initial layoffs, survivors often live in a state of shock, wondering if the worst is over or still to come (Harris, Rothenberg International, LLC, 2008).In conclusion, as downsizing continues to become an increasingly normal business practice, managers need to find ways to improve their ability to manage the change. This includes motivating traumatized employees and getting operations back on track. It cogitates addressing the drama of the situation, not denying it. Can-do attitudes are badly needed and understandable goals must be spelled out. Yet, nothing promises post-downsizing success like the practice of open, honest communications? Methodology To determine how the organizational changes have affected employee morale, a survey was administered to a small sample of employees.Twenty WellPoint employees were surveyed. About the same number of surveys was given to male and female employees. Eight State Sponsored Business and 12 Shared Services employees mathematical functionicipated in the survey for a essential sample size of 20. The survey was neutered from the 2008 WellPoint Associate betrothal Survey developed by Kenexa and the WellPoint, Inc. EAP website self-assessment tools. Although the original survey created by Kenexa and those found on the EAP website consisted of a number of additional querys, the interrogations for this survey has been reduced to 15 uncertaintys.Each of the 15 querys was rated according to a five-point Likert scale answer, ranging from a mathematical create of one, if the respondent potently disagrees with, to five, if the respondent powerfully agrees. A total score of 75 is the maximal possible for the survey. Quantitative results were placed into tables and the mean and standard parenthesis were mensurable for each question. The results were analyzed and taken in the Analysis and Conclusion sections of this report. The survey follows. Associate Morale ObservationYou are invited to posticipate in this survey to help Pamela Forrest with a research paper for an MBA class project. Your participation is entirely voluntary and your rejoinders will be kept strictly confidential. If you are willing to participate, please answer all of the questions and return this survey to Pamela by Monday, October 12, 2009. To complete this survey In the space to the right of each statement below, please place a number from 1 to 5 indicating how true the statement is about your experience working at WellPoint, Inc. utilize the following scale =Strongly protest 2=Disagree 3=N all Agree nor Disagree 4=Agree 5=Strongly Agree 1. I feel that I am part of a team. _____ 2. I am involved in decisions that affect my work. _____ 3. My job makes good use of my talents and abilities. _____ 4. I fe el overwhelmed trying to agree up with my responsibilities or with trying to please everyone. _____ 5. WellPoint provides me with the luck for learnedness and development. _____ 6. I have the training I need to do my job effectively. _____ 7. I receive the instruct and feedback I need to do my job effectively. ____ 8. I feel that I have limited control over the outcome of my job. _____ 9. I am satisfied with my opportunities for calling advancement. _____ 10. I am able to manage my work responsibilities in a way that allows me to affirm a well balance between work and home. _____ 11. I regularly receive appropriate recognition for my contributions. _____ 12. I am paid fairly for the work I do. _____ 13. I dread going to work, especially on sunshine night. _____ 14. I receive the information and communication I need to do my job effectively. _____ 15.My immediate manager does a good job communicating the reasons behind important changes that are made. _____ Thank you for your time and support for this class project headwaynaire adapted from the 2008 WellPoint Associate Engagement Survey developed by Kenexa and the WellPoint, Inc. EAP website self-assessment tools. Results A total of 20 surveys were distributed to WellPoint associates. Twenty surveys were completed and returned, for an overall result rate of vitamin C percent. The average total score for the survey, calculated from all 20 respondents, is 51. 5 out of a possible maximum of 75. This equates to an average total military rating of 68 percent. The mean was calculated for each of the 15 rating-scale questions. The mean for the results ranges from a high of 4. 25 to a low of 2. 85. The standard aberrance was calculated for each of the 15 rating-scale questions. The results range from a high of 1. 459 to a low of . 7539. The results for each of the 15 rating-scale questions are given below. head word 1 I feel that I am part of a team. The mean for the total results is 4. 25 and the standard deviation is . 8507.The most oft occurring response given by all respondents for this question is 5, powerfully agree. scruple 2 I am involved in decisions that affect my work. The mean for the total results is 3. 6 and the standard deviation is . 9947. The most oft occurring response given by all respondents for this question is 4, agree. Question 3 My job makes good use of my talents and abilities. The mean for the total results is 3. 45 and the standard deviation is 1. 191. The most frequently occurring response given by all respondents for this question is 4, agree. Question 4 I feel overwhelmed trying to keep up with my responsibilities or with trying to please everyone. The mean for the total results is 3. 15 and the standard deviation is 1. 04. The most frequently occurring response given by all respondents for this question is 3, n each agree nor disagree. Question 5 WellPoint provides me with the opportunity for tuition and development. The mean for the total result s is 3. 4 and the standard deviation is . 9403. The most frequently occurring response given by all respondents for this question is 4, agree. Question 6 I have the training I need to do my job effectively.The mean for the total results is 3. 6 and the standard deviation is . 7539. The most frequently occurring response given by all respondents for this question is 4, agree. Question 7 I receive the instruct and feedback I need to do my job effectively. The mean for the total results is 3. 45 and the standard deviation is . 9445. The most frequently occurring response given by all respondents for this question is 3, neither agree nor disagree. Question 8 I feel that I have limited control over the outcome of my job. The mean for the total results is 3. 35 and the standard deviation is 1. 1367.The most frequently occurring response given by all respondents for this question is 4, agree. Question 9 I am satisfied with my opportunities for career advancement. The mean for the tota l results is 2. 95 and the standard deviation is 1. 099. The most frequently occurring response given by all respondents for this question was tied between 3, neither agree nor disagree and 4, agree. Question 10 I am able to manage my work responsibilities in a way that allows me to maintain a healthy balance between work and home. The mean for the total results is 3. 4 and the standard deviation is 1. 39. The most frequently occurring response given by all respondents for this question is 4, agree. Question 11 I regularly receive appropriate recognition for my contributions. The mean for the total results is 3. 4 and the standard deviation is 1. 0463. The most frequently occurring response given by all respondents for this question is 4, agree. Question 12 I am paid fairly for the work I do. The mean for the total results is 3. 45 and the standard deviation is 1. 1459. The most frequently occurring response given by all respondents for this question is 4, agree. Question 13 I d read going to work, especially on Sunday night. The mean for the total results is 2. 85 and the standard deviation is 1. 4244. The most frequently occurring response given by all respondents for this question was tied between 1, potently disagree and 3, neither agree nor disagree. Question 14 I receive information and communication I need to do my job effectively. The mean for the total results is 3. 15 and the standard deviation is . 9333. The most frequently occurring response given by all respondents for this question is 4, agree. Question 15 My immediate manager does a good job communicating the reasons behind important changes that are made. The mean for the total results is 3. 8 and the standard deviation is . 7678. The most frequently occurring response given by all respondents for this question is 4, agree. Analysis The overall survey score of 51. 25 percent indicates that the employee morale for WellPoint associates is average. While these rafts could be a little higher , they still are quite positivistic in light of the major organizational changes that recently have taken place across the company.In fact, WellPoint is doing better than one would expect considering all of the organizational changes it has experienced within the last couple of years. The survey question with the highest mean score overall (4. 25 mean) was number one, I feel that I am part of a team. This is generally due to the fact that the majority of associates who took part in this survey, work for a highly creative subdivision whose direct management has fostered monthly team-building activities and encouraged collaboration when completing everyday tasks.The question with the lowest mean score overall (2. 85 mean) was number 13, I dread going to work, especially on Sunday night. Because this question had a negative spin on it, the fact that it received a low mean score really is a positive indicator. Based on their responses, the majority of associates surveyed enjoy com ing to work, even when the week is just getting underway. Consequently, the next lowest mean score overall (2. 95 mean), which actually indicates a considerable amount of discontent is number 9 I am satisfied with my opportunities for career advancement. This has been a trouble area for quite some time, due, in large part to the fact that a majority of the associates within our department have realized little or no career advancement within the last few years. To further assess this studys survey results, questions were evaluated based on the percentages of answers for each question, adding together the percentages for response 4, agree and response 5, strongly agree. These figures were compared to the sum of the remaining three percentages for response 1, strongly disagree, response 2, agree and response 3, neither agree nor disagree. The fact that some of the questions had a negative spin, resulted in reversing the percentages for a more accurate representation. For question 1, I feel that I am part of a team, a total of 85% either concur or strongly hold as compared to 15% who either strongly dis concord, dis concord or neither agreed nor disagreed. This shows that the team-building efforts initiated by management have had a positive affect on associates. For question 2, I am involved in decisions that affect my work, a total of 55% either agreed or strongly agreed as compared to 45% who either strongly disagreed, disagreed or neither agreed nor disagreed.This shows that associates feel that they have a say in their daily decision-making tasks. For question 3, My job makes good use of my talents and abilities, 60% either agreed or strongly agreed as compared to 40% who either strongly disagreed, disagreed or neither agreed nor disagreed. This shows that associates feel that they are utilizing their skills in their daily work routine. For question 4, I feel overwhelmed trying to keep up with my responsibilities, 65% either strongly disagreed, disagreed or neither agreed nor disagreed as compared to 35% who either agreed or strongly agreed.This shows that associates feel that their workload is balanced and they are able to accomplish their daily tasks with a limited amount of stress. Question 5, WellPoint provides me with the opportunity for learning and development, primarily was split almost down the middle with 55% either agreeing or strongly agreeing and 45% either strongly disagreeing, disagreeing or neither agreeing nor disagreeing. This reveals the possibility that opportunities for learning and development may not be offered equally to all associates some associates may be prefer to take educational courses over other associates.For question 6, I have the training to do my job effectively, 65% either agreed or strongly agreed as compared to 35% who either strongly disagreed, disagreed or neither agreed nor disagreed. This shows that most associates feel well-equipped to adequately handle their job duties. However question 7, I receive coaching and feedback to do my job effectively, predominantly was split down the middle with 45% either agreeing or strongly agreeing and 55% either strongly disagreeing, disagreeing or neither agreeing nor disagreeing.This shows that management may not be communicating effectively nor providing adequate coaching and feedback on a regular basis. And question 8, I feel that I have limited control over the outcome of my job, was split down the middle, 50/50, which shows that associates feel that external factors may have more direct impact on their job than the direct contributions they make on a daily basis. For question 9, I am satisfied with my opportunities for career advancement, 60% either strongly disagreed, disagreed or neither agreed nor disagreed as compared to 40% who either agreed or strongly agreed.This demonstrates the belief shared by a majority of WellPoint associates, that there is little opportunity for upward mobility with the organization. For question 1 0, I am able to maintain a healthy work-life balance, 65% either agreed or strongly agreed as compared to 35% who either strongly disagreed, disagreed or neither agreed nor disagreed. This shows that most of the associates feel that they are maintaining an adequate balance between their work responsibilities and their void time.And question 11, I regularly receive appropriate recognition for my contributions, was split down the middle, 50/50, which shows that appropriate recognition may not always be given equally to all associates some associates may be favored over others. For question 12, I am paid fairly for the work I do, 65% either agreed or strongly agreed as compared to 35% who either strongly disagreed, disagreed or neither agreed nor disagreed. This shows that most of the associates feel that they are satisfied with their rate of pay for the work that they do.For question 13, I dread going to work, especially on Sunday night, 65% either strongly disagreed, disagreed or ne ither agreed nor disagreed as compared to 35% who either agreed or strongly agreed. This shows that associates feel content with their jobs and look forward to coming to work. For question 14, I receive the information and communication I need to do my job effectively, 60% either strongly disagreed, disagreed or neither agreed nor disagreed as compared to 40% who either agreed or strongly agreed. This reveals that WellPoint needs to improve their channels of communication.And finally, for question 15, My immediate manager does a good job communicating the reasons behind changes, 70% either agreed or strongly agreed as compared to 30% who either strongly disagreed, disagreed or neither agreed nor disagreed. This shows that most of the associates feel satisfied with the way their immediate manager is communicating with them. Conclusion Depending on the chain of mountains and size of the organizational change and the number of staff affected, consequences can be disruptive. Employees may find even the act of reporting for work very stressful.They may have difficulty sleeping or eating. People respond differently and recover at different rates. For most people, the effects of the event will make up within a few weeks as people adjust to the changes. For others, the symptoms may become worse. However, surprisingly, the results of this study controvert most of the literature on this subject. While downsizing is a workplace trend that is here to stay and that undeniably creates anger, stress, fear and even trauma for surviving employees, according to the findings in this survey, this has not proven to be the case for WellPoint associates.This studys survey results indicate that WellPoint has been reasonably successful to this point. Employee morale and attitudes are at or slightly above national norms, which is rather commendable considering the recurring layoffs that have taken place over the course of the past two years. While the industry trend indicates otherwi se, WellPoint associates who have weathered the storm by remaining gainfully employed with the company, increase their affair art object striving to achieve superior performance in their daily work activities.Evidence can be seen in the high survey rankings reported in this paper on questions such as I have the training to do my job effectively and I am able to maintain a healthy work-life balance. Even under the most extreme circumstances of additional impending layoffs, the morale of the surviving associates at WellPoint is surprisingly high. I am inspired by the fact that WellPoint associates have managed to hold onto employee morale in spite of some tough economic conditions.Some of the survey results that support this include the high survey rankings reported in this paper on questions such as Associates feel that they are part of a team and My job makes good use of my talents and abilities. However, the common rationale that downsizing is necessary to financial health and that greater efficiency always follows job cuts is questionable. Therefore, WellPoint also must give attention to alternatives that may cause less turmoil and still achieve the desired economic results.There are numerous alternatives to downsizing that are far less demoralizing to employees. Some of these alternatives include gearing down to a four-day work week or using job-sharing techniques, where employees lose pay but keep their job. Other alternatives include pay reductions, taking vacations without pay, having fewer paid holidays, retraining or redeploying workers, or providing early retirement buyouts for workers past a certain age. Finally, some other ideas include imposing wage and hiring freezes, restricting the amount of extra time forthcoming to employees or cutting back on executive perks.The negative effects of downsizing can be eased by acknowledging the situation, asking questions and communicating honestly, listening to others and exploring new ideas and ways of d oing things. Taking an active, positive role in reducing the trauma of downsizing can enhance WellPoints chances of being part of a creative, profitable company and enhance its professional growth and opportunity for the future. In addition, if there dont seem to be any alternatives to layoffs, WellPoint can make the layoffs seem less arbitrary and cruel by keeping the lines of communication open and explaining with dignity the strategy behind them.In the assent of this author, WellPoint needs to turn its attention to cultivating the staff that is ultimately responsible for revitalizing the company by providing more opportunity for learning and development and career advancement as well as expanding the lines of communication. Questions in the survey show that WellPoint is weak in these two key areas. Evidence can be seen in the low survey rankings reported in this paper on questions such as I am satisfied with my opportunities for career advancement, and I receive the information and communication I need to do my job effectively. Therefore, providing more opportunities for associates and improving the flow of communication, not only would be a worthwhile enthronisation for the company, but also a vehicle for providing a worthwhile work environment for the associates. This in turn would result in a direct benefit to the organization by increasing associate engagement and providing the necessary tools for associates to do their job more effectively. This, in turn, would make the most of the human capital available in the 41,000 WellPoint associates. appendix A SSB Survey Results Associate Morale Monitor Results for WellPoint, Inc. Associates 10. 9. 09 Question Respondent 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 Avg. SD method 1. Part of a team 4 3 4 4 5 4 4 5 5 5 4 4 4 5 5 3 5 5 2 5 4. 5 0. 85 5 2. Involved in dec isions affecting work 2 3 3 3 4 3 5 5 4 4 4 4 3 4 5 3 4 2 2 5 3. 6 0. 97 4 3. Job makes good use of talents & abilities 1 1 4 2 3 3 5 4 4 4 3 4 4 5 5 2 4 3 4 4 3. 45 1. 19 4 4. Feel overwhelmed trying to keep up 2 4 2 5 4 4 1 3 3 3 3 4 3 3 2 2 4 3 5 3 3. 15 1. 04 3 5. WellPoint provides opportunity for develop. 4 1 3 2 4 4 4 5 4 3 3 2 3 4 4 3 4 3 4 4 3. 4 0. 94 4 6.Have training to do job effectively 3 4 3 4 2 2 4 3 4 4 4 4 4 4 5 4 4 3 3 4 3. 6 0. 75 4 7. turn around coaching and feedback 3 3 3 3 2 2 4 3 4 4 3 2 3 5 5 4 4 3 4 5 3. 45 0. 94 3 8. Limited control over job outcome 4 5 4 4 2 4 4 3 2 3 5 1 3 3 2 4 3 4 5 2 3. 35 1. 14 4 9. satisfy with career advancement opportunity 2 1 3 1 2 4 3 3 4 4 2 2 3 4 5 2 3 3 4 4 2. 95 1. 1 3 10. Healthy work-life balance 4 4 4 3 2 1 5 4 4 4 4 1 4 4 5 4 2 5 1 3 3. 4 1. 1 4 11. Regular recognition for contributions 3 2 4 2 2 2 5 3 4 4 3 2 4 5 5 3 4 3 4 4 3. 4 1. 05 4 12. Paid fairly for work through with(p) 4 1 4 4 2 5 5 3 4 3 3 1 4 4 4 4 2 4 4 4 3. 45 1. 15 4 13. Dread going to work 3 5 3 5 3 2 1 1 1 3 4 2 4 2 1 4 5 3 4 1 2. 85 1. 42 3 14. Receive info. & communication to do job 3 2 2 4 2 2 4 4 4 4 3 2 3 4 5 3 3 3 2 4 3. 15 0. 93 4 15. Mgr. effective communicator about changes 4 3 4 3 2 3 4 4 4 4 3 4 4 5 5 4 5 3 4 4 3. 0. 77 4 accompaniment A Survey Scores Survey Scores Question Respondent 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 1. Part of a team 4 3 4 4 5 4 4 5 5 5 4 4 4 5 5 3 5 5 2 5 2. Involved in decisions affecting work 2 3 3 3 4 3 5 5 4 4 4 4 3 4 5 3 4 2 2 5 3.Job makes good use of talents & abilities 1 1 4 2 3 3 5 4 4 4 3 4 4 5 5 2 4 3 4 4 4. Feel overwhelmed trying to keep up 2 4 2 5 4 4 1 3 3 3 3 4 3 3 2 2 4 3 5 3 5. WellPoint provides opportunity for develop. 4 1 3 2 4 4 4 5 4 3 3 2 3 4 4 3 4 3 4 4 6. Have training to do job effectively 3 4 3 4 2 2 4 3 4 4 4 4 4 4 5 4 4 3 3 4 7. Receive coaching and feedback 3 3 3 3 2 2 4 3 4 4 3 2 3 5 5 4 4 3 4 5 8.Limited control over job outcome 4 5 4 4 2 4 4 3 2 3 5 1 3 3 2 4 3 4 5 2 9. Satisfied with career advancement opportunity 2 1 3 1 2 4 3 3 4 4 2 2 3 4 5 2 3 3 4 4 10. Healthy work-life balance 4 4 4 3 2 1 5 4 4 4 4 1 4 4 5 4 2 5 1 3 11. Regular recognition for contributions 3 2 4 2 2 2 5 3 4 4 3 2 4 5 5 3 4 3 4 4 12. Paid fairly for work do 4 1 4 4 2 5 5 3 4 3 3 1 4 4 4 4 2 4 4 4 13.Dread going to work 3 5 3 5 3 2 1 1 1 3 4 2 4 2 1 4 5 3 4 1 14. Receive info. & communication to do job 3 2 2 4 2 2 4 4 4 4 3 2 3 4 5 3 3 3 2 4 15. Mgr. effective communicator about changes 4 3 4 3 2 3 4 4 4 4 3 4 4 5 5 4 5 3 4 4 Sum 46 42 50 49 41 45 58 53 55 56 51 39 53 61 63 49 56 50 52 56 Score (%) 61% 56% 67% 65% 55% 60% 77% 71% 73% 75% 68% 52% 71% 81% 84% 65% 75% 67% 69% 75% accompaniment A Survey Results choose by Mean Results Sorted by Mean Question Respondent 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 Mean 1. Part of a team 4 3 4 4 5 4 4 5 5 5 4 4 4 5 5 3 5 5 2 5 4. 5 2. Involved in decisions affecting work 2 3 3 3 4 3 5 5 4 4 4 4 3 4 5 3 4 2 2 5 3. 6 3. Job makes good use of talents & abilities 1 1 4 2 3 3 5 4 4 4 3 4 4 5 5 2 4 3 4 4 3. 45 4. Feel overwhelmed trying to keep up 2 4 2 5 4 4 1 3 3 3 3 4 3 3 2 2 4 3 5 3 3. 15 5. WellPoint provides opportunity for develop. 4 1 3 2 4 4 4 5 4 3 3 2 3 4 4 3 4 3 4 4 3. 4 6.Have training to do job effectively 3 4 3 4 2 2 4 3 4 4 4 4 4 4 5 4 4 3 3 4 3. 6 7. Receive coaching and feedback 3 3 3 3 2 2 4 3 4 4 3 2 3 5 5 4 4 3 4 5 3. 45 8. Limited control over job outcome 4 5 4 4 2 4 4 3 2 3 5 1 3 3 2 4 3 4 5 2 3. 35 9. Satisfied with career advancement opportunity 2 1 3 1 2 4 3 3 4 4 2 2 3 4 5 2 3 3 4 4 2. 95 10. Healthy work-life balance 4 4 4 3 2 1 5 4 4 4 4 1 4 4 5 4 2 5 1 3 3. 11. Regular recognition for contributions 3 2 4 2 2 2 5 3 4 4 3 2 4 5 5 3 4 3 4 4 3. 4 12. Paid fairly for work done 4 1 4 4 2 5 5 3 4 3 3 1 4 4 4 4 2 4 4 4 3. 45 13. Dread going to work 3 5 3 5 3 2 1 1 1 3 4 2 4 2 1 4 5 3 4 1 2. 85 14. Receive info. & communication to do job 3 2 2 4 2 2 4 4 4 4 3 2 3 4 5 3 3 3 2 4 3. 15 15. Mgr. effective communicator about changes 4 3 4 3 2 3 4 4 4 4 3 4 4 5 5 4 5 3 4 4 3. Appendix A Survey Results Sorted by Standard aberrance Results Sorted by Standard Deviation Question Respondent 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 St. Dev. 1. Part of a team 4 3 4 4 5 4 4 5 5 5 4 4 4 5 5 3 5 5 2 5 0. 507 2. Involved in decisions affecting work 2 3 3 3 4 3 5 5 4 4 4 4 3 4 5 3 4 2 2 5 0. 9947 3. Job makes good use of talents & abilities 1 1 4 2 3 3 5 4 4 4 3 4 4 5 5 2 4 3 4 4 1. 191 4. Feel overwhelmed trying to keep up 2 4 2 5 4 4 1 3 3 3 3 4 3 3 2 2 4 3 5 3 1. 04 5. WellPoint provides opportunity for develop. 4 1 3 2 4 4 4 5 4 3 3 2 3 4 4 3 4 3 4 4 0. 9403 6.Have training to do job effectively 3 4 3 4 2 2 4 3 4 4 4 4 4 4 5 4 4 3 3 4 0. 7539 7. Receive coaching and feedback 3 3 3 3 2 2 4 3 4 4 3 2 3 5 5 4 4 3 4 5 0. 9445 8. Limited control over job outcome 4 5 4 4 2 4 4 3 2 3 5 1 3 3 2 4 3 4 5 2 1. 1367 9. Satisfied with career advancement opportunity 2 1 3 1 2 4 3 3 4 4 2 2 3 4 5 2 3 3 4 4 1. 099 10. Healthy work-life balance 4 4 4 3 2 1 5 4 4 4 4 1 4 4 5 4 2 5 1 3 1. 3139 11.Regular recognition for contributions 3 2 4 2 2 2 5 3 4 4 3 2 4 5 5 3 4 3 4 4 1. 0463 12. Paid fairly for work done 4 1 4 4 2 5 5 3 4 3 3 1 4 4 4 4 2 4 4 4 1. 1459 13. Dread going to work 3 5 3 5 3 2 1 1 1 3 4 2 4 2 1 4 5 3 4 1 1. 4244 14. Receive info. & communication to do job 3 2 2 4 2 2 4 4 4 4 3 2 3 4 5 3 3 3 2 4 0. 9333 15. Mgr. effective communicator about changes 4 3 4 3 2 3 4 4 4 4 3 4 4 5 5 4 5 3 4 4 0. 7678 Appendix A Survey Results dowry of Answers for Each Question Percentage of Answers for Each Question Question Percentage for Each Response % Ans. 1 % Ans. 2 % Ans. 3 % Ans. 4 % Ans. 5 Total 1. I feel that I am part of a team. 0 5 10 40 45 speed of light 2. I am involved in decisions that affect my work. 0 15 30 35 20 one hundred 3. My job makes good use of my talents and abilities. 10 10 20 45 15 deoxycytidine monophosphate 4. I feel overwhelmed trying to keep up with my responsibilities. 5 20 40 25 10 100 5. WellPoint provides me with the opportunity for learning and development. 5 10 30 50 5 100 6. I have the training to do my job effectively. 0 10 25 60 5 100 7. I receive coaching a nd feedback to do my job effectively. 0 15 40 30 15 100 8. I feel that I have limited control over the outcome of my job. 5 20 25 35 15 100 9. I am satisfied with my opportunities for career advancement. 10 25 30 30 5 100 10. I am able to maintain a healthy work-life balance. 15 10 10 50 15 100 11. I regularly receive appropriate recognition for my contributions. 0 25 25 35 15 100 12.I am paid fairly for the work I do. 10 10 15 55 10 100 13. I dread going to work, especially on Sunday night. 25 15 25 20 15 100 14. I receive the information and communication I need to do my job effectively. 0 30 30 35 5 100 15. My immediate manager does a good job communicating reasons behind changes. 0 5 25 55 15 100 Appendix B Charts of Results for Each Survey Question Sources Consulted Abbasi, Sami M. Hollman, Kenneth W. (1998). The myth and realities o f downsizing. Records Management Quarterly, 32. n2, 31(6). (Document ID A20776055). Business Editors. (2000). Workforce Growth Averages 5. 9%, Annual AMA Survey Finds. Business Wire. Retrieved from http//findarticles. com/p/articles/mi_m0EiN/is_2000_Oct_25/ai_6632 Canada and the World Backgrounder. (1996). Downsizing or dumbsizing? Canada and the World Backgrounder, 62. n2, 12(1). (Document ID A18927954). Cummings, Thomas G. & Worley, Christopher G. (2005). boldness Development & Change. Ohio. Thomson South-Western. See pages 287-297. ) Garnant, Carol W. (2001). Who re-moved my cheese? Responding to staff reductions. Tax Executive, 53. 4, 283. 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