Problem Solution: Riordian ManufacturingThis essay Problem Solution: Riordian Manufacturing is available for you on Essays24.com! Search Term Papers, College Essay Examples and Free Essays on Essays24.com - full papers database.
Autor: anton • May 5, 2011 • 3,521 Words (15 Pages) • 841 Views
Running head: PROBLEM SOLUTION: RIORDAN MANUFACTURING
Problem Solution: Riordan Manufacturing
University of Phoenix
Problem Solution: Riordan Manufacturing
As Riordan Manufacturing will strive to meet the competitive needs of the employees within the company and prospective job candidates they will need to allure the individuals to the company. In order to do this Riordan will need to analyze the Human Resource Management (HRM) policies and procedures that are put into place that will affect and influence employee behavior, attitudes, and performance (Noe, Hollebeck, Gerhart, Wright, 2004). Riordan will need to create an incentive package that will give the business a competitive advantage and aid in the recruitment of top performers. The problems are the unique difficulty of catering to the vast majority of employees and their distinct and unique needs in the benefits arena. Employees have varying degrees of needs based on the different stages of their lives and the stages of there loved ones lives that will further complicate the development of a comprehensive benefit package. The importance of a comprehensive benefit package is that it can motivate employees to perform at higher levels and for longer periods of time within the business.
Riordan Manufacturing Inc. a plastic injection molding company has grown over the last several years. Dr. Riordan whose initial focus was on research and development and the licensing of its existing patents founded the company, but overtime his focus shifted. In 1992 he purchased a manufacturing plant from Pontiac, Michigan and he expanded his company into the production phase. Then in the year 2000 the company opened an operations unit in China (University of Phoenix, 2003). Now the company employs 550 people. Due to the growth and development of Riordan the company will have to analyze the relationship between motivation and performance; identify the components of effective job retention and career development; explain the concepts of total rewards; assess the impact of reward systems on organizational performance, and compare different perspectives on human behavior and motivation and analyze how these translate to organizational reward systems. Currently the company is attempting to consolidate the customer information to provide more personalized customer service.
The importance of analyzing the motivation in relationship to performance will help the company increase productivity and decrease employee turnover. The two different types of motivation are intrinsic and extrinsic. Intrinsic motivation has the following characteristics: they desire to improve processes; take satisfaction in problem-solving; and they are more satisfied with team based work or would be more apt to find this work enjoyable. Extrinsic motivation characteristics are that these individuals are motivated by their individual performance and finds greater satisfaction in leading or managing independently. Extrinsic individuals will prefer a more individualized reward such as pay based off of performance (Dreher & Dougherty, 2001). Once you realize how an individual is motivated then you can frame the type of reward that you give based off of their motivational style to increase employee satisfaction, which in turn decreases turnover due which leads to better productivity. Current employee recognition programs at Riordan include: the outstanding employee reward, employee suggestion program, and seniority awards. The outstanding employee reward is issued one time a year to an individual who was nominated by his peers who performed above and beyond job duties, showed a high level or teamwork, and modeled respect for diversity. The employee suggestion program is when an employee can make suggestions on products or the work process and when the suggestion is put into place the employee who suggested it received $25.00. Seniority awards are based on the length of time an employee has worked with an employer. These awards are given around the one-year mark, the fifth year mark, the tenth year mark, and the 20th year mark. The company also offers a foreign service premium, home visit leave, relocation benefits, educational benefits and assistance, housing allowance, and cost-of-living adjustments.
When dealing with employee performance in the workplace upper management should realize the direct correlation between the motivation they are giving to employees and the performance that the company is receiving as a result. If an employee has job dissatisfaction they will typically exhibit some of the following signs of behavior: poor dispositions; the thought process that the certain task that they had been at their job is now to complex and requires exertion; exhibiting negative behaviors; behavior change; physical job withdrawal; and psychological withdrawal. It is imperitive to prevent the withdrawal behaviors as indicated above to promote job satisfaction in the work place. Job satisfaction is important because it is a pleasant feeling resulting from the perception that one's job fulfills or allows for the fulfillment of one's important job values (Noe, Hollenbeck, Gerhart, & Wright, 2003).
Career management programs offer employees the ability to move up the career ladder on equal footing instead of one gender, sex, race, or ethnicity being favored over another. The different types of career management programs are succession planning, skill inventory; job rotation; and assessment centers. Succession planning is when teams of managers actively meet together to identify individuals who can be replacements for key positions within the company and discuss the individual performance based on skills, experience, strengths, weaknesses, and future needs. Skill inventory is a tool used by upper management to identify junior managers who are ready for new and challenging roles (Dreher & Dougherty, 2001). The process of identify new junior managers consist of using a computer to identify employees in relation to their education, work experiences, competencies, and career interests. Job rotation is when a new employee is introduced to a variety of short-term positions to give them the opportunity of meeting several managers and obtaining several skill sets. Assessment centers are where employees can go to acquire new skills. Then the company can use the assessments of the new skills to assess the strengths and weaknesses of each employee's performance that appears in the assessment report. There are several types of career system enhancing opportunities for managers and professionals such as: succession planning,