A production manager is concerned about the low output levels of his employees. The articles that he has read on job performance frequently mention four variables as being important to job performance: (1) skills required for the job, (2) rewards, (3) motivation, and (4) satisfaction. In several of the articles it was also indicated that only if the rewards were (attractive) to the recipients did motivation, satisfaction, and job performance increase, not otherwise. Given this situation: 1. Define the problem. 2. Create a diagram. 3. Develop at least six hypotheses. Part 4:Ohap
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- When the idea first occurred to her, it seemed like such a win-win situation. Now she wasn't so sure. Marge Brygay was a hardworking sales rep for Inspire Learning Corporation, a company intent on becoming the top educational software provider in five years. That newly adopted strategic goal translated into an ambitious, million-dollar sales target for each of Inspire's sales reps. At the beginning of the fiscal year, her share of the sales department's operational goal seemed entirely reasonable to Marge. She believed in Inspire's products. The company had developed innovative, highly regarded math, language, science, and social studies programs for the K— 12 market. What set the software apart was a foundation in truly cutting-edge research. Marge had seen for herself how Inspire programs could engage whole classrooms Of normally unmotivated kids; the significant rise in scores on those increasingly important standardized tests bore Out her subjective impressions. Bur now, just days before the end of the year, Marge's sales were $1,000 short of her million-dollar goal. The sale that would have put her comfortably over the top fell through due to last-minute cuts in one large school system's budget. At first, she was nearly overwhelmed with frustration, but then it occurred to her that if she contributed $1,000 to Central High, the inner-city high school in her territory probably most in need of what she had for sale, they could purchase the software and put her over the top. Her scheme would certainly benefit Central High students. Achieving her sales goal would make Inspire happy, and it wouldn't do her any harm, either professionally or financially. Making the goal would earn her a $10,000 bonus check that would come in handy when the time came to write out that first tuition check for her oldest child, who had just been accepted to a well-known, private university. Initially, it seemed like the perfect solution all the way around. The more she thought about it, however, the more it didn't quite sit well with her conscience. Time was running out. She needed to decide what to do. 1. Donate the $1,000 to Central High, and consider the $10,000 bonus a good return on your investment.At Rockwater, improvements came from product and service innovation that would create new sources of revenue and market expansion, as well as from continuous improvement in internalwork processes. The first objective was measured by percent revenue from new services and the second objective by a continuous improvement index that represented the rate of improvement ofseveral key operational measures, such as safety and rework. But in order to drive both product/service innovation and operational improvements, a supportive climate of empowered, motivated employees was believed necessary. A staff attitude survey and a metric for the number of employee suggestions measured whether or not such a climate was being created. Finally, revenue per employee measured the outcomes of employee commitment and training programs.The balanced scorecard has helped Rockwater’s management emphasize a process view of operations, motivate its employees, and incorporate client feedback into its operations. It…At Rockwater, improvements came from product and service innovation that would create new sources of revenue and market expansion, as well as from continuous improvement in internalwork processes. The first objective was measured by percent revenue from new services and the second objective by a continuous improvement index that represented the rate of improvement ofseveral key operational measures, such as safety and rework. But in order to drive both product/service innovation and operational improvements, a supportive climate of empowered, motivated employees was believed necessary. A staff attitude survey and a metric for the number of employee suggestions measured whether or not such a climate was being created. Finally, revenue per employee measured the outcomes of employee commitment and training programs.The balanced scorecard has helped Rockwater’s management emphasize a process view of operations, motivate its employees, and incorporate client feedback into its operations. It…
- The U.S. economy is becoming more and more service-based. The percentage of employment in manufacturing continues to decrease while the percentage employed in services continues to increase. However, it would be unwise to assume that manufacturing isn't important to the economy, or that service is more important. Let's see why. Not only is the percentage of manufacturing jobs decreasing, but the actual number of manufacturing jobs is also decreasing. There are two main reasons for the decline: increases in productivity, which means ewer workers are needed to maintain manufacturing output; and outsourcing, especially to countries that have much lower wages, an attractive option for companies seeking to maintain their competitiveness and boost their bottom lines. However, when companies outsource part (or in some cases, all) of their manufacturing to lower cost countries, the loss of jobs results in the loss of service jobs as well. Some are lost in the community in retail…The U.S. economy is becoming more and more service-based. The percentage of employment in manufacturing continues to decrease while the percentage employed in services continues to increase. However, it would be unwise to assume that manufacturing isn't important to the economy, or that service is more important. Let's see why. Not only is the percentage of manufacturing jobs decreasing, but the actual number of manufacturing jobs is also decreasing. There are two main reasons for the decline: increases in productivity, which means fewer workers are needed to maintain manufacturing output; and outsourcing, especially to countries that have much lower wages, an attractive option for companies seeking to maintain their competitiveness and boost their bottom lines. However, when companies outsource part (or in some cases, all of their manufacturing to lower cost countries, the loss of jobs results in the loss of service jobs as well. Some are lost in the community in retail businesses…A manufacturing facility is meeting its production targets, however, two leaders disagree over how the production levels might be further improved. One thinks that employees are not properly motivated, while the other believes that the process design could be improved. Identifying the problem or issue, and communicate whether it is a problem or issue. Providing potential underlying reasons for the issue or problem. Applying critical thinking, and suggest appropriate, creative solutions or approaches to the problem or issue.
- The Balanced Scorecard is a useful performance management tool that incorporates financial and non-financial objectives. Discuss both the benefits and the drawbacks associated with the use of the Balanced Scorecard. Which type of business would most benefit from using this tool in their performance management system? Please answer this question with at least 150 words minimum.8 The market-based view of the organization tries to explain the emergence of competitive advantages through the heterogeneity of resources. Select one: a. False b. TrueNametso Senwelo, founder of Sunflower Desserts, reviewed performance her business andobserved the following for the past financial years: High growth and low market share product offerings. She needs a lot of cash needs but is currently generating little cash She needs to increase the market shareGive Nametso advise on how to grow her company's market share and turn it into a "Star" usingthe BCG matrix.
- Elen Bright pondered how she could determine which decision had better performance. The luxury division, by meeting its financial targets, greatly added to the company’s overall financial health, and allowed TAP to report better results from the prior year. Turning by the economy division, she was satisfied with how they had positioned themselves to take advantage of anticipated growth in the economy segment, which contribute to TAP’s longterm financial performance.She sat back and thougt about her dilemma: “The more I look at the results, the more confused I become. I can’t decide which division has performed better.” Question: Diagnosis the problems in the balanced scorecard development process, that makes that gave confusing results.Explain in your own words the advantages of “Balanced scorecard” as a strategy performance management tool or a structured report that can be used by managers to keep track of the execution of strategies.The proper human resource management for strategic execution is a foundational block on which organizations depend for generating and sustaining a competitive advantage. Select one: a. True b. False