The success of any organization depends on the ability of the management to influence positive change. Initiating a new order of things in an organization will have a major impact on the employees’ behavior. Employees’ uniformity and manipulation are some of the techniques that managers adopt to influence the desired changes in their respective organizations. The two techniques are concerned with the emotions and reactions of the employees towards the desired change in an organization (Amos, 2008). Nevertheless, I agree with Langton and Robbins’ following statement: “We should be opposed to the manipulation of individuals for organizational purposes (change), but a degree of social uniformity enables organizations to work better.”

Employee manipulation is adopted when conventional efforts fail to produce the desired results. The issue of manipulation aims at influencing the employees’ behavior for better results within the organization. According to theory X, employees are lazy, and the management has the obligation of influencing their productivity. Manipulation effect is mainly concerned with employees’ behavior rather than the processes involved.  The major undoing of employees’ manipulation is the fact that there are more generalizations than specifics (Collings, & Wood, 2009). This may hinder long-term benefits associated with prospective change. In essence, people must learn to distinguish between employee manipulation and employee motivation.

On the other hand, a certain degree of social uniformity is essential for better performance within an organization. Uniformity of employees requires adapting to people and organizations. While the organization definite rules and regulations that govern the practice of employees in an organization, there are high chances that better results will be realized (Armstrong  &Murlis, 2007). The concept of uniformity enhances the employees’ job security. This is an instrumental contribution to effective and efficient productivity within the organization. In either case, the emotions of the employees play a vital role in determining the level of success in any strategy.

References

Amos, T., 2008. Human resource management (3rd ed.). Wetton, Cape Town: Juta.

Armstrong, M., &Murlis, H., 2007. Reward management a handbook of remuneration strategy and practice (Rev. 5th ed.). London: Kogan Page.

Collings, D. G., & Wood, G. T., 2009. Human resource management: a critical approach. London: Routledge.

Marchington, M., Wilkinson, A., &Sargeant, M., 2005. Human resource management at work: people management and development (3rd ed.). London: Chartered Institute of Personnel and Development.

 
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