Essays on Leadership in the Aftermath of the Financial Crisis - Magna Housing Association Research Proposal

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The paper "Leadership in the Aftermath of the Financial Crisis - Magna Housing Association" is an outstanding example of a management research proposal.   This research proposal is a case study of a housing association’ s staff, in terms of how they relate to their management in a post-global financial crisis world. Due to the change in the economic environment that has taken place since 2008, there has been a seismic shift in the standard of living and a rise in prices coupled with either reduction or stagnation of wages. This may lead to a decrease in motivation amongst personnel coupled with a rise in anxiety levels that may bode ill for productivity.

This research proposal aims at examining how the workforce is dealing with the pressure of living in a post-global financial crisis situation. Due to massive job losses in the general population, the number of people requiring assistance from the government naturally increases. There is a limit on how much council housing can be supplied, and the surplus would be absorbed by the housing associations. This translates to more work for the same or only slightly increased pay.

Would the atmosphere of general hardship and increased workload result in worker demoralization? The leadership of managerial staff therefore could be the factor that makes the difference between a motivated, results-oriented staff and a warzone in which every person is too busy holding tight to their position to work effectively. Introduction (approx. 200 words) All around the world, cutbacks are being made in the way organizations are remunerating their employees, or giving them incentives to work harder. Several studies have shown that for people earning sufficient income, non-fiscal motivators are more effective in engaging employees in most sectors, job occupations and business contexts (Gibbons, 2006).

This premise is borne out by a survey carried out by Mckinsey Quarterly(2009) in which participants named as motivators, three non-fiscal rewards as a commendation from immediate managers, attention from leadership and the opportunity to be a project manager that were thought to be just effective if not more than the three most valued financial rewards viz. cash bonuses, better basic salary or stock options. The three non-fiscal incentives gave employees the feeling that the company values them.

These are themes that have been found in more than one survey.


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