Decision Implementation And Outcomes Evaluation

Abstract

In a scenario provided, a company hires individuals with the promise of promotions after a given time; in this case 2 years. In addition, the company requires that these individuals maintain a certain level of professional development as part of the review process. The company does not provide much in the way of support to meet these professional development demands, which forces employees to use personal funds to satisfy the requirement.

After two years, the employees have reached the point when they are to be promoted; however, during annual review staff discovers promotions will not be offered. Moreover, the out-of-pocket expenses and time each individual has invested in his or her professional development was for not.

Research on this topic was performed using Internet search engines and the University of Phoenix on-line library. Our research indicated that this problem is more widespread than was first thought, which supports the idea that the problem isn't an isolated example. This paper details the issue, and discusses possible implications and resolutions.

Decision Implementation and Outcomes Evaluation

Employers usually associate compensation with job descriptions within the organization, and while compensation may achieve several purposes such as: assisting in recruitment, job performance, and job satisfaction, there is often a balance that must be reached between the monetary values the employer is willing to pay, and the sentiments of worth felt by the employee (McNamara, 1999). For companies that face an inability to continue with certain business practices, traditions that they no longer can afford, or for other various reasons, employers stand to lose the trust and loyalty of their workers. The negation of promises made upon the employees hire date will most assuredly cause distrust and morale issues, and as a consequence, loss of department objectivity and focus. For this reason, employers and employees alike should consider and prepare for situations that may deviate from promises made during the hiring process.

Although advancement should be a function of experience on the job, and willingness to learn new skills (Woolford, 2003), some employers use the promise of education and promotion as compensation to an employee in return for their contribution to the organization, that is, for doing their job. To reduce employee frustration due to unmet promises, and un-reimbursed educational expenses, the company should make sure that the promises it makes are realistic in expectation. To get a handle on the success of the new compensation processes the company will have to implement several measurement tools, for instance, a semi-annual one-on-one meeting and an annual confidential employee survey

First and foremost, the company will need to hold one-on-one career development reviews to gather feedback from the employees. This is a very important tool since it is a face-to-face meeting. The primary goal of this meeting will be to identify whether expectations lain forth by the employee and the company have been met. If expectations have not been met, the company will need to take the opportunity to communicate its reasoning in a manner employees can comprehend. To facilitate this discussion it is highly recommended measurable goals and standards of communication

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