Internally however, a recent employee survey revealed that employee motivation, satisfaction and retention are down. Issue Identification Riordan is experiencing a number of issues which include but are not limited too; a decline in sales, employee motivation, satisfaction and retention; however, due to the various functional specialists, there are different issues within the company. R&D employees are not satisfied with compensation and decreased satisfaction. The IT group feels they are not being adequately recognized for their contributions. Due to the decline in sales Riordan has had to revise its sales approach and process to better serve customers, however, with the changes came more issues.
Many of these terminations are contributed to poor decision making on the part of the manager performing the review. The first problem associated with managers is that the standards for which the employee must meet are not clear and concise. The employee should understand exactly what is expected when hired. Many times this is not the case. Inadequate training and unclear expectations leave employees with a lot of uncertainty regarding what is expected.
Skills gap is used to describe the qualitative mismatch between the supply or availability of human resources and the requirements of the labor market. Skills gap exists where employers feel that their existing workforce have inadequate skill type or skill level to meet their business objectives; or where new entrants to the labor market are apparently trained and qualified for occupations but still lack a variety of the specific skills required. The shortage also affects the less-skilled workers who lose out on spin-off jobs to support the increased production. Because of skills shortages, employers are lowering their expectations when recruiting people and cutting back on capacity and quality level. The skilled worker gap is developing at large due to the significant decline in the manufacturing sector (aspects of globalization and off-shoring) that appear less stable and attractive now as large number of workers approach retireme... ... middle of paper ... ...rker employed).
While many factors greatly influence downsizing at a gr... ... middle of paper ... ...r new jobs and the lack of people to perform other jobs. Looking to the future needs to be continually stressed. Usually when a company downsizes, the results end up exactly the opposite of what they wanted, and it is usually because of the lack of planning. There are many issues involved in a corporate downsizing and with appropriate planning these issues can usually be resolved. While employees terminated usually get all the downfalls of a downsizing, the corporation had to downsize for a reason.
The biggest problem is the poor response time while using SAP R/3 system. The efficiency of the technological system is vital. Without efficiency, they would get a large number of dissatisfactions and disappointments from customers. That is the main issue they need to overcome.
Lack of sufficient information may lead to poor purchases. · Low morale could be contributing to the high turnover. Loss of a buyer leads to loss of valuable experience and expertise that is hard to compensate for. 6. Delayed deliveries by suppliers · Late delivery dates have caused the company to reschedule... ... middle of paper ... ... will be listed in this report.
Employees are feeling unchallenged by their jobs, there is no trust in human resources by leadership, and the demographic makeup of employees provides different perspectives relating to rewards, motivation, and values. Unless these issues are addressed and properly identified, these problems will continue to persist with the company. With current compensation packages not being on par with competitors, Riordan is facing the possibility of high turnover and losing knowledgeable e... ... middle of paper ... ...y for them in order to retain their status as being an industry leader. References Dreher & Dougherty. (2001).
3). Hewlett-Packard found that reduced teamwork caused inconsistency among the teams and managers were spending too much time revising pay plans (Legace, 2003, para. 13-14). Some employer disadvantages mirror those for employees. For example, companies learned that pay-for-performance leads employees to focus exclusively on areas related to their incentive goals and neglected other responsibilities.
First, managers were uncomfortable with their role in managing the vicissitude. Some feared recrimination while others did not have the experience or implements to efficaciously manage their employees resistance. Managers withal were concerned about the demands and responsibilities placed on them by the new business processes, systems or technologies. • Fear of job loss: Managers felt that if change occurs the system changes and that can have effect on their job security. Middle management is often the victim of large-scale business change.
Individuals also tend to overrate their own performance compared with the rating they receive from their supervisors. The problem of unrealistic self-rating exists partly because supervisors in most organizations do not communicate a candid evaluation of their subordinates' performance to them. Such candid communication to subordinates, unless done skillfully, seriously risks damaging their self-esteem. The bigger dilemma, however, is that failure by managers to communicate a candid appraisal of performance makes it difficult for employees to develop a realistic view of their own performance, thus increasing the possibility of dissatisfaction with the pay they are receiving. 3.