Gap Analysis: Riordan Manufacturing
As employees are gifted at solving difficult problems that arise from time to time, they can be careless about the quotidian responsibilities of their job. How can a general manager embrace the courage of employees to continue to bring strengthen to the workplace quotidian responsibilities? Within Human Capital Management, directors can align employees with their skill sets.
Riordan Manufacturing is faced with employee challenges that appear to employees to be without motivation, compensation, reward or recognition. How important is it that employees have the necessary tool to effective engage in assign responsibilities. Motivation is extremely important, for one it initiates an atmosphere of creativity. When workers are not taunted with compensation issues and benefits, implementing their skills into projects become rewarding.
Situation Analysis
Issue and Opportunity Identification
"Kossek quotes, "Too often, human resources (HR) innovations serve executive needs rather than employee needs. By implicitly focusing on quantity rather than quality of innovation, executives may be searching for HR "fixes" when they should be trying to understand what influences employee acceptance of innovations and what makes for a successful HR program" (1990) p. 50.
Within Riordan HR department, Yvonne did not fully comprehend the expectations of the employees and the importance of recognition, reward both intricately and externally within the organization. However, negating cognitively the implications of low morale, employee turnover and controversy created situations that were unrecognized. These unrecognized employee contributions to the organization also lead to missed opportunities to internally aligning employees to Riordan future plans.
Stakeholder Perspectives/Ethical Dilemmas
Although Riordan has made changes strategically toward markets and manufacturing, the stakeholders' turnover is increasing; job satisfaction has to be executed. The neglecting of job satisfaction executions has incurred declines in sales and profits are unstable. A need to understand the culture of the stakeholders and their competencies need to be aligned with the organization.
Capaldo, Iandoli, Zollo quotes"Overgeneralization makes the description of competencies ambiguous and does not provide HR managers with adequate practical information. An alternative, "situationalist" approach defines competencies as situated, idiosyncratic constructs whose meaning is deeply influenced by organizational culture and by the unique way people make sense of their jobs" Capaldo, Iandoli, Zollo,( 2006) p.426
End-State Vision
Riordan Manufacturing has remained a Fortune 1000 for the last 10 years.
Riordan Manufacturing is best known in Global HR Magazines for it efficiency in utilizing Human Capital practices.
Riordan Manufacturing is going through organizational changes because of fluctuations in profits and declining sales. The customers are now serviced by a sales team instead of a salesperson. The manufacturing plants have been restructured into self-directed work teams and some of the manufacturing work has been moved from the U.S. plants to China. Due to all these changes, the employees are experiencing a high level of dissatisfaction. The wide range of demographics creates a challenge for increasing job satisfaction and improving motivation among all employees.
In the past, college graduates would embark on careers in the business world with book learned business theory. Now the college curriculum can include practical use of real world situations in a web-paged virtual organization. This virtual organization allows students experience to review, analyze, troubleshoot and resolve real business problems. This paper will review the virtual company, Riordan Manufacturing, allowing students to review existing business systems, identify improvements or introduce new business systems to allow the company to thrive in the growing technology of the business world.
Although Riordan Manufacturing has a generic strategic direction, a comprehensive strategic plan reevaluation and development must occur after the move to China. Environmental scanning, strategy formulation, strategy implementation, evaluation, and control are fundamental to the creation of a strategic plan (Wheelen & Hunger, 2010). Because, strategic planning is integral to the corporate strategy and success of Riordan the board of directors' requesting Team B formulate a comprehensive strategic plan for their organization.
In a business or a workplace, it is essential for the organization, which consists of the employers, the managers, and their employees, to work towards reward programs within the human resources in order to create a healthy and cordial work environment and most importantly, to efficiently achieve business’ goals. In Carol Patton’s (2013) article, Rewarding Best Behaviors, she explains the importance of several companies that are beginning to recognize their employees, not just for the end-results, but for reflecting good behaviors towards the business’ values, such as demonstrating creativity on certain projects, problem solving towards certain issues, and also collaborating with fellow co-workers. Patton stresses that these reward programs could help suffice the overall being of a company as long as the rewarded behaviors correlate with the corporate strategy. Patton expresses that some things human resources must comprehend include “how its company creates success, what drives its business strategy and what behaviors are needed from employees to achieve that success” (Patton, 2013 para. 15). Moreover, the employee would be reflected as a role model for others and perhaps influence them to demonstrate comparable behaviors.
There are many different causal reasons for the existence of this problem with employee satisfaction and morale. In this paper, I will address what I believe to be the most important factors that contribute to this problem. This employee satisfaction problem, and its causal and symptomatic problems, impacts the department in many ways. For example, we have lost valuable employees resulting in unnecessary attrition. There is a loss in productivity that results from the time and energy that many employees spend dealing with components and symptoms of the individual problems. This wasted t...
...he company which suggests that if you examine managerial styles and work to improve employee satisfaction there will be a correlational increase in productivity and retention. It suggests that perhaps people leave companies not because they are unsatisfied with their work or pay, but rather, because they are unsatisfied with their manager. While this idea might seem brash, it is a significant point being made that suggests that in order to see improvement you need to revamp a program or company from the top. Having worked as both an entry level worker and a managerial supervisor, I can testify to the importance of manager support, appreciation, and feedback and how this impacts your role in the company. Seeking out the strengths in employees, though it seems so obvious in theory, is a revolutionary way to transform the work environment and employee morale.
...esigned to realize the dream alive. Therefore, to ensure success in achieving these goals, the appreciation is important . If the lack of appreciation given to employees then there will be a decline in driving organizational productivity. If acknowledgment is given the workers themselves would feel appreciated when their welfare is not compromised. Employers should not underestimate the welfare of workers. Employees who are satisfied with the compensation and benefits given to them will not cause any problems for the employer . Instead, they will continue to work diligently and indirect labor productivity will certainly increase. So it is clear here that the intrinsic rewards are important parallel with extrinsic reward . Perhaps the workers see the rewards extrinsic more meaningful monetary , in fact, intrinsic rewards are more important as a reward for the future.
All employees analyze their environment and strive to be recognized and rewarded for their hard work and dedication they put into the company, in a word they are seeking justice. Justice can be defined as a person receiving what they feel they are entitled to and if they do not receive what they deserve the situation may board on injustice. Unfortunately in today’s society justice and appreciation are not given out to all those deserving (Pinder, 1998). A major problem to address is how to keep the motivation level high in a company when the employees do not feel appreciated.
Noe, Raymond A., et al. Human Resource Management: Gaining a Competitive Advantage. 7th ed. New York: McGraw-Hill/Irwin, 2010. Print.
Without understand the negative impacts of turnover, a company may be placing itself in a position that will ultimately lead to their demise. We are going to solve our problems and set our company on the path to success, a success that is not only reflected in our bottom line but also our employees’ morale.
If the organization succeeds then the employees also succeeds. Employees must see the bigger picture and must feel that they are part of the organization and not just a one man show.
In asking the consulting firm for assistance, President Paul Willard stated that the main issue within the organization was a “power struggle between people and departments.” This is precisely where the issues in both the sales and production departments are stemming from. After analyzing the situation, several issues can be pointed out in the sales department, the first being the leadership style of sales executive vice-president Ernie Lane, the second being the dramatic shift in the work force, and the third being the lack of motivation and compensation to maintain morale, satisfaction, and productivity. Most importantly, all the problems are
When it is discovered that a worker can fulfill the requirements of their job, but are experiencing shortcomings in doing so, many times it is believed that worker motivation may be the root of the problem (Laird 95). What, though, is work motivation? According to Laird (2006), “motivation is a fundamental component of performance “ and “is the reason that someone chooses to do some things and chooses not to do others”. In other words, work motivation is what energizes workers to the level of output required to fulfill a task, directs their energy towards the objectives that they need to accomplish, and sustains that level of effort over a period of time (Steers et al., 2004). In essence, worker motivation is what gets the job done. Employee motivation has always been a central problem in the workplace, and, as an individual in a supervisory position, it becomes ones duty to understand and institute systems that ensure the proper motivation of your subordinates. Proper motivation of employees can ensure high productivity and successful workflow, while low worker motivation can result in absenteeism, decreased productivity rates, and turnover. A large body of research has been produced regarding motivation, and much of this research is applicable to the workplace. Due to the nature of man, motivation varies from individual to individual, and, because of this, there is no one system that is the best for ensuring worker motivation in every organizational situation, and, as a product, many theories have been created to outline what drives people to satisfactorily complete their work tasks. Throughout the course of this document, the three main types of these motivational theories will be outlined and examples of each as well...
The purpose of this report is to brief the management on the importance of employee satisfaction in achieving the competitive goals of the organization through increasing the retention of the employees.
In my opinion, HR practices can make positive contributions to organisational performances, because except the unpredictable external environments, human resource management can improve the most factors that affect employees’ performances which finally influence organisational performances in long-term perspectives. This essay is aim to prove human resource practices can positively effect organisational performances based on literature discussion and empirical evidences. The next section briefly brings few negative views about the limitation of HRM related to improving organisational performances. The third section discuss the positive relationship between HR practices and organisational performances are established by applying HRM processes of hiring, selecting, placing employees as well as creating employment relationships within organisations. The final section is going to analyse an example company Mark & Spensers successfully utilised HR practices to improve their organisational performances and created competitive advantages.