Dr. Sue C. Golabek
HRMG 5000, Managing Human Resources
Spring I, 2015
Webster University
March 4th, 2015
CERTIFICATE OF AUTHORSHIP: I certify that I am the author. I have cited all sources from which I used data, ideas, or words, either quoted directly or paraphrased. I also certify that this paper was prepared by me specifically for this course.Abstract
Paul, the former Director of Human Resources at the Utiliscan Company conducted an employee survey prior to leaving the organization. Based on the survey results, the Utiliscan Company is currently faced with determining approaches to resolve the employee’s concerns. When developing the plans to address the issues, the current financial condition of the company has to be considered.
Case Analysis Introduction
By looking at the survey conducted by Paul and his team at Utiliscan, we can see several areas that need to be reviewed for improvement by the management there. Talented employees are difficult to attract and some would say even more difficult to retain. Unless solutions are found to the problem areas facing the company, we can surmise those difficulties could become more challenging to resolve. Since profits have been reinvested at the company, the financial position is dire, and now the management must decide how much of the actual profit can be put invested back into making the working conditions better without forcing other key areas of the business to do without, or deal with shortages. These concerns would be especially hard hitting on the R&D division of the organization.
We can clearly see by examining the survey, that the company was some distance behind the competition within their business theater, especially when we look closely at the care and well being of employees (Mathis, Jackson & Valentine, 2011). A good idea would be to emphasize the areas of strength where the company fared well, thus allowing employees to recognize attempts by leadership to deal with those areas of the survey that were not scored so highly and exposed needs. If the management teams were to focus on those issues where poorer scores arose, and could come up with and implement ways to efficiently and effectively improve those areas, not only could they save costs, they could resolve problems that obviously have a negative impact on the company’s ability to grow. Continual turnover issues and employee dissatisfaction will otherwise continue to plague the organization and hinder potential.
Changes would be made based upon the employee’s survey, starting with the less expensive change. Paul would first address the performance review issues. Employees feel as if the performance review had not been done on a regular basis. They feel as if there is no relationship between their performance and their pay. To address their concerns, the performance review process would be revamped. Managers and supervisors would be held accountable for managing employees’ performance and making sure they are given as scheduled. During the first year of being hired, an employee would receive a 3 month, 6 month, and then a yearly evaluation (Mathis, Jackson & Valentine, 2014) Each year thereafter, a yearly evaluation would be conducted. The evaluations would be reviewed to make sure that it’s directly related to the company’s goals and the performance of employees, based upon their job and position within the company. Pay increases would be directly related to the employee’s overall performance results of their yearly evaluation.
Components of the Compensation Package
Direct Monetary pays - Direct monetary rewards are the most noticeable component of compensation. Direct monetary pays are often mentioned to as cash compensation. These pays embraces those pieces engaging payment to workers for work carried out or effort expanded.
Digressive Monetary Payments - Digressive monetary payments encompass those pieces of economic worth the organization
