Case Involving Motivation Problems – Hong Kong Avionics

3141 Words May 27th, 2012 13 Pages
Case Involving Motivation Problems – Hong Kong Avionics

I/ Case study introduction
This report analyzes motivation problems of HKA. HKA stands for Hong Kong Avionics. it researches and develops a new technology called “Very Fast, Very Accurate” (VFVA). HKA would like to recruit more staff. Prior to do so, they, however, hire an outside consultant to assess employee needs as well as the moral and overall effectiveness. The consultant studies HKA’s situation by observing HKA and interviewing its employees. She has written down her impression and observations of the company into 6 categories: facilities, meetings, work allocation, turnover, salary and benefits and offices and facilities.
After making those observations, the consultant
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Kaplan and Norton emphasize that 'learning' is more than 'training'; it also includes things like mentors and tutors within the organization, as well as that ease of communication among workers that allows them to readily get help on a problem when it is needed. It also includes technological tools; what the Baldrige criteria call “high performance work systems”.
The Business Process Perspective
This perspective refers to internal business processes. Metrics based on this perspective allow the managers to know how well their business is running, and whether its products and services conform to customer requirements (the mission). These metrics have to be carefully designed by those who know these processes most intimately; with our unique missions these are not something that can be developed by outside consultants.
The Customer Perspective
Recent management philosophy has shown an increasing realization of the importance of customer focus and customer satisfaction in any business. These are leading indicators: if customers are not satisfied, they will eventually find other suppliers that will meet their needs. Poor performance from this perspective is thus a leading indicator of future decline, even though the current financial picture may look good.
In developing metrics for satisfaction, customers should be analyzed in terms of kinds of customers and the kinds of processes for which we are providing a product or service to those customer groups.

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