Valence Valence is relative to the emotional orientations of people with respect to outcomes (rewards).

The want of employee are extrinsic factors (money, promotion, time-off, benefits) or intrinsic factors (satisfaction, reward). The management mission is discovering the employees value. Expectancy The expectations and levels of confidence of employees are different about what they can do. Management must find out what resources, training, or supervision employees need. Instrumentality Armstrong (2006:254) defined that instrumentality is the belief that if we do one thing it will lead to another an instrumentality theory states that people only work for money. Employees perception is whether or not they will actually get even if it has been promised by a manger, Management must guarantee that promises of rewards are fulfilled and employees aware of that. Vroom suggests that an employee's beliefs about Expectancy, Instrumentality, and Valence interact psychologically to create a motivational force such that the employee acts in ways that bring pleasure and avoid pain. The failure of applying the change at Rossett NHS Trust hospital is partly related to the misunderstandings of managers about employees expectation. They do not understand about the employees value and what do they expect to get. For example, in the case study, porters are not willing to do womens work and nurses are not willing to do domestic staff work. However, the managers do not expect it properly and they suppose that employees really enjoy the varied workload,employees do not know which duties are they going to work in and the jobs satisfaction will go up. Otherwise, the outcome which people is expected the most is not clarified, they do not know anything about the rewards, about the promotion and time-off. The change is launch without establishing clearly about this, so that the staff cannot know what their advantages is if this change is launch and what the news of this change is.

Groups and teams:

\/// Group is two or more personnel interacting and dependent, they have come together to attain particular objectives.(Zayed and kamel, 2005:1).

Types of group: In an organization, there are three types of groups, which are as follows:

A formal group:A group is created to complete a specific role or task to oversee a launch of a particular product or service.

Informal groups: Groups are created by individuals in the organization in result to interact with another and they believe that these informal groups meet a need which formal groups cannot meet.

Task group: Groups are formed in organization to complete a narrow range in a specific time. These groups are partly temporary in nature. They develop a solution to a problem and complete the purpose.

/ Cohesiveness: Degree to which group members are attracted to each other and are motivated to stay in the group. Cohesiveness is defined as the extent of connecting each member to others and how far people want to keep remaining as the member of the group. The key of cohesiveness is attractiveness. Cohesiveness is how members are loyal and committed to the whole group and to each individual. With a high performance group, the members work well together and support and believe another, generally influence at attaining their chosen goals. A group that lacks cohesiveness will not be very much coordinated. Its members will not support one another and they may face difficulty in reaching their goals. ( Scheermerhorn: 2011:344). The advantages of group cohesiveness are as follows: The members of cohesive groups have high morale. The members don't have conflicting views, which decreases the chances of in clash among the views of group members at the workplace or elsewhere.

Individuals of cohesive groups have no anxiety at the workplace. Members of cohesive groups are regular at their work. Cohesiveness increases \/productivity. Organizations gain from the members of cohesive group because they communicate better they share ideologies and respect opinions of fellow employees.

The following factors can increase group cohesiveness: Competitiveness with other groups. Inter-personal attraction. Favourable evaluation from outsiders. Agreement on goals. Frequent interaction. The following factors decrease cohesiveness: Large group size. Disagreement on goals. Competitiveness within group. Domination by one or more members. Unpleasant experiences.\

Norms: Griffin and Moorhead (2011:249) defined that norms are acceptable standards of behaviour within a group are shared by the groups members..

Types of Group Norms There are two types of group norms, which are as follows: Behaviour norms:Behaviour norms are rules that standardise how individuals act while working on a day-to-day basis. Examples are. "do not come to committee meetings unless you have read the reports to be '"discussed"', "greet every customer with a smile'', etc. These norms tend to reflect motivation, commitment to the organization and therefore result in high level of performance. Performance norms:Performance norms are rules that standardize employee output and number of hours worked.

In the case study, the cohesiveness of groups is rather weak. The groups is formed in the case study can be managed in informal group with other members belong to other areas of work such as porters, nurses, domestic staff, etc. The structure of a group is not guaranteed. As case study showed, there are three porter-managers for the porter group and one supervisor for domestic group. All of them are employed in the Site Services Directorate and

report to managers in that unit and the ward managers have little control over the activities of the domestic. The competitiveness in this case is not heightening because all groups do the multi-skilled work and of course with no exact goals for the group, they cannot increase the competitiveness because they know that it will be no rewards for winner. Otherwise, the attractiveness is weak in the group has formed. They do not believe and trust each other. For example, the porters believe the girls are going to be running off doing porter duties all the time and they are going to spend all their time cleaning.

I- Conclusion:
As a result of issues which have risen in Rossett NHS trust hospital, the change is completely rejected through the ballot voting with an inequity between agreement and rejection: twelve staff admitted and 150 against, others abstained. The failure in implementing generic work based on many reasons and most of them are about

management strategy and leadership style. Heal care system is not similar with other areas of business and it has the own characteristic and speciality, so that the managers must understand and have particular way to lead followers and connect them to relative tasks to heighten the performance and efficiency of work. Based on what analysed upper, some conclusion about what organization did can be drawn: The idea about multi-skilling and training staff to have a senior skill is good but the process to apply and implement it to the organization is weak. Lacking of resources, principal and preparation leads to the tension and struggle in underpinning. Failure in setting goals for each individual and without caring about what an individual need. Moreover, motivating is important to connect and raise the performance of worker but it is not done properly, thus it obstructs organization in undertaking changes. Leaders are not enough abilities and competencies in leading and gathering people in a union to stick, communicate and support each other. Failure in group cohesiveness is one crucial reason.

Based on the upper results, some recommendation can be provided to improve the current situation: First is about making plan and implement tasks, before making any changes the managers need to consider carefully about what are they going to do in detail. Are they enough about the resources and agreement or not? Leaders must understand and know what employees want, creating the specific goal to each individual and the goals are pointed out must be accepted by almost the employees. Motivating staff by rewards and punishment from that can create a competitive environment to increase the performance in organization. Increasing the connection between groups of other employees to facilitate in gathering them if necessary. Any changes need to be clarify the term and condition before implementing to avoid the uncertainty.