2-1 MBA 530 GROW Model 1-5 1
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MBA 530 GROW Model Template
Name: Tracy Henderson
Date: 02/07/2023 (
edited 2/28/23
)
Identified Trends
1.
“My supervisor shows appreciation for the work that I do.”
2.
“When people work extra hard to meet our goals, they are awarded accordingly.”
3.
“Provides leadership who acts in just and ethical ways.”
Employee Survey Results Data
CURRENT YEAR
TWO YEARS AGO
FOUR YEARS AGO
0
10
20
30
40
50
60
Chart Title
JOB SATISFACTION
REWARD & RECOGNITION
WORKING CONDITIONS
Focus Areas
1.
Job Satisfaction
2.
Reward & Recognition
3.
Working Conditions
Reality—Current State
1.
“My supervisor shows appreciation for the work that I do,” starting at 55% four years ago when the initial survey was done where the employees stated how the supervisor shows appreciation. Two years ago, the percentage decreased to 48% when the survey
was retaken. Fewer employees are reporting that they are getting appreciation from the
supervisor, 38%. 2.
Regarding rewards and recognition, the survey was on “when people work extra hard to meet our goals they are awarded accordingly,” four years ago, more employees agreed. Then, it was at 40%; over the past four years, the percentage has decreased to 35fromto
from 31%.
3.
Inside the working conditions, the survey question was “Provides leadership who act in just and ethical ways.” When asked, the numbers had a 53% percentile; two years ago, it
decreased to 45% and has again reduced to 35% for the current year. Desired Future State—Where Would You Like to Be?
1.
One goal that I would set for job satisfaction is to give employee recognition from the supervisor should interoffice function on a weekly or monthly basis—just a simple appreciation day for the employees from the supervisor. 2.
When it comes to the rewards and recognition from the company, which would be every quarter, it will allow us to evaluate an employee's progress and enable everyone to feel a part of the team. 3.
The working conditions should always feel comfortable for an employee, so there should be a goal that allows the employees to feel comfortable when expressing their concerns about anything they think is unethical. Identified Gaps—Obstacles
1.
Scheduled conflicts can occur, requiring more hours or allowing production to fall due to
time missed. 2.
Single-out individuals may need to be adequately trained for their position and expectations. 3.
Kick back from employees who feel others may abuse the action and create a buddy system for benefits from the supervisor.
Goal Revision
1.
Change appreciation celebrations to quarterly to cut costs and be able to offer monetary
incentives to employees for work progress. 2.
Re-evaluate the company-wide budget to create yearly raises for employees. 3.
Leadership should be trained in ethical behavior; employees will have better leadership. A Way Forward—Action
1.
An actionable step should be establishing the objectives and goals to lead employees to a shared vision. 2.
Decision-making stakeholders would need to be involved in this creation. The stakeholders will give their input before finalizing the plan. 3.
Having objectives and goals will build a cohesive team.
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Recommended textbooks for you
- Management, Loose-Leaf VersionManagementISBN:9781305969308Author:Richard L. DaftPublisher:South-Western College Pub
Management, Loose-Leaf Version
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