Building Down The Street : Management Team

Currently, there are three vacant posts in the division – that of a top engineer, junior engineer and intermediate technologist. This means that the remaining staff has to take on more work for the division to keep up with its responsibilities. They are being forced to work long hours, which is apparently interfering with their personal lives. For instance, Bob is unable to spend as much time as he would like with his family, whereas Ryan is unable to enjoy his time with friends at a local club after work. On top of this, the management wants them to work even harder by requesting them to take on more projects. In the end, the staff is not only feeling over-used, but also under-appreciated. The circumstances are even affecting the quality of work that employees are willing to do out of their own volition.

One constant trend throughout many organizations if not all is the struggle in finding qualified candidates to fill job openings. Not only is it difficult to recruit skilled workers, but also to retain them. Going back to my parent’s work experience, companies expected job loyalty, but today, I noticed and read stories of employees accepting other job offers only weeks after being hired. I wonder if people have changed or is it that employers are not able to satisfy employees. To completive and win the battle for workforce share, organizations should rethink their strategies to effectively recruit, motivate, and retain committed employees.

For any business to be successful it needs motivated employees. They are the single most important factor in the long-term success of an organisation.

As a result of the approach, there was high turnover of staff and there was very little initiative amongst the remaining staff. Individuals were initially reported as being highly competent but later were blamed for things going wrong, shortly before they left. The team was very tightly knit and generally appeared supportive of the team leader.

Over the years I have had managers say that I am losing best employees. The fact of the matter is employees do not leave their jobs, they leave their managers. The problem in most businesses over work their employees( businessinsider.com). Overworking employees has shown to be the opposite of productive. Employees who work 45-55 hours in a week tend to be drained and mentally exhausted. Overworking employees and not giving them a raise or even a promotion are the best ways to lead good employees out the door. After speaking with past workers of Hertz they all agreed that being overworked is the main cause of them leaving. That and false hope of getting promoted. Hertz cross train their incoming workers to make sure they are knowledgeable of the business and can operate a branch. Companies like this fail to realize that rewarding employees goes along way. Rewarding does not have to be the only way, public recognition goes a long way as well. Just even rewarding those employees who make sales or get get outstanding feedback from customer surveys. Even if the reward is a simple Thank You, this can prevent good employees from walking out the

It’s extremely costly to hire new staff. The money saved by keeping the staff you currently have reflects in the company’s profits.

The old crew began to hate the new supervisors. The supervisor’s attitude towards the employees were close monitoring, giving orders, and yelling. This caused stress and frustrations among employees, reducing their job performance. The supervisors made changes from the previous year that resulted in job satisfaction. The supervisors decided when to eat, how they wanted to do the job, and always drove the truck. They didn’t allow employees to talk to each other or to the customers on the job. This negatively affected customer service and customer relations.

To solve this problem, Foodcorp should develop its human resource strategies. If we look at the progressive companies such as Apple Inc and Google, we will see that they provide their employees the competitive compensation and attractive benefit plans. I believe this is because they know that the most valuable asset is their people. I also agree with them because I recognize that every organization depends on their people. “When the fit between people and organizations is poor, one or both suffer: individuals may feel neglected or oppressed, and organizations sputter because individuals withdraw their efforts or even work against organizational purpose. Conversely, a good fit benefits both: individuals find meaningful and satisfying work, and organizations get the talent and energy they need to succeed”(Bolman, & Deal, p.137). Therefore, many successful companies always seek for the best human resource strategies to keep their employees and make them loyal to the company. According to the memos, there

High staff turnover - Introduce the incentives as stated in your case study of Holiday bonuses, free cinema tickets and shop vouchers, for all Staff not just Managers, If staff keep to the system and prove to be “top achievers” rewards them with one of the above, this will boost morale and staff will have something to work toward.

In the spring of 2012, our management group, group 7, was assigned to take over a business as top level management. With the only guideline of creating a drastically more capable and profitable organization within a year, we had a lot of work ahead. The business belonged to Old Joe, an absolute genius engineer who was lacking in business management skills, Fred, a failed engineer with underlying personal issues resulting in counterproductive activity, and Netty, Old Joe’s wife. This division of the business specializes in the creation of medical products, and has customers globally. The backwards situation the business was in cannot be overstated. There was a huge set of order back logs, quality problems, inventory issues, social and

easy, it takes a long time to get your employees to the place where they want to work and are

If any organizations wants to be a successful organization, they have to address the issues they are having with keeping employees and have to be willing to do what is necessary to keep those employees. If they cannot come off with a way to make sure that there company stays profitable and the employees perform at a higher

In a symbolic viewpoint, I think the “old-guard” failed to raise their concerns properly to the management. The team was not use properly method to request for additional help to the management. The team was lack on common goals to improve the customer satisfaction.

Low morale among employees in any company eventually leads to decreased profits with other factors of the business decreasing along the way. “And US Airways employees, who have seen their pay cut by more than 20 percent and their health insurance and pension plans shrink, are certainly an unhappy lot” (Claudia H. Deutsch). In order to increase profits, the airline has decreased pay and took away some of the earned vacation. “Company executives say they are taking steps that will improve working conditions and profitability” (Claudia H. Deutsch). Many employees were calling in sick which the company believed would eventually lead to poor customer service.

In this paper two motivation theories in a diverse workforce during times of change will be discuss. Differences, including theoretical premises, between two models will be explained. Details relates to challenges and opportunities in a diverse workforce will identified. Strategies to keep a workforce motivated during organizational change will be point out.