Most organizations consist of a range of management and nonmanagement employees who support, oppose, or are neutral toward organizational change - "go-getters," "opponents," and "fence-sitters," respectively - whose attitudes and behaviors parallel those of the political opportunists, maximalists, and recalcitrants, respectively.
Management and nonmanagement go-getters are those employees who regard gainsharing as a positive change that is beneficial to the organization and/or themselves.
Go-getters and opponents compete for the fence-sitters' allegiance.
The long-term stability of the gainsharing intervention depends on whether management and nonmanagement go-getters, fence-sitters, and opponents believe that the intervention fulfills their sometimes conflicting interests.
Although disappointed about not receiving bonuses, the fence-sitters were benefiting from the many production process improvements initiated by the go-getters.
Beginning in 1987, layoffs due to the recession took a toll on gainsharing, because many go-getters and team leaders were younger employees; they were the first ones let go because of the seniority system.
They argued that management was "playing with the books." Opponents teased the fence-sitters and go-getters that their suggestions were now worth only one dollar.
WHEN the new season of The Apprentice started many predicted people would no longer watch a show about go-getters
in pinstripes because the recession had revealed go-getters
in pinstripes to be avaricious, incompetent losers.
Written by Simon Block and starring Robson Green and Sarah Parish, it was glossy and slick, full of ruthless go-getters in power suits.
There were token black, gay and Irish characters, including one thoroughly irritating all-seeing/all-knowing observer whom the thrusting go-getters pretended to envy.