Employee job satisfaction and productivity;Existing Mixed Methods Studies
Order Instructions:
For this paper, the writer will reference to 113277 to see the format in which that paper was done as this will be completed in the same format especially for the synopsis. It is also important that the writer use articles not more that 5 years old and also the should be pear review.
Existing Mixed Methods Studies
Return to your Literature Review and peruse the mixed methods studies you found for additional resources that pertain to your topic (Employee job satisfaction and productivity). Conduct additional searches through the internet (not more than 5 years old and pear review ) for relevant studies that either pertain directly to your topic or that pertain to related topics and could inform a mixed methods study of your topic. Perhaps these studies provide a model, research instrument, framework, or hypothesis that informs your own evolving thinking.
Post a brief synopsis of the mixed methods studies you found as a “.doc” or “.rtf” attachment. For each entry, provide the full APA citation, as well as a brief paragraph that explains the contribution the study makes to your own topic (Employee job satisfaction and productivity) either directly or tangentially. In the text of your posting (to which you will attach your synopsis), introduce and summarize the mixed methods studies as a collection, and post at least two questions that will elicit suggestions and further responses from your colleagues.
SAMPLE ANSWER
Introduction
Employee’s production at any work place is largely influenced by Job satisfaction. Several methods of research can be utilized to support the notion (Choudhury & Friedman, 2015). In this research proposal, mixed research methods has been preferred to shed some light on the nature of relationship or correlation that exist between employee productivity and job satisfaction and the different ways that an employee productivity can be affected.
The mixed research study would assist in the collection of the required information that would make it possible to determine if there is a relationship between job production and job satisfaction among employees (Migiro & Magangi, 2011). The influence of job satisfaction and productivity would be investigated. The mixed research methods that have been used during the foundation of the research methods data collection processes and the application of the same concept of mixed research methods would be incorporated to determine if the relationship that exists can affect job satisfaction in the same industry (Klein & Olbrecht, 2011). The mixed research methods may include multiple forms of both qualitative and quantitative data methods, mixture of variables, words and images while the final report would be eclectic and pragmatic.
The aim of the mixed research study is to provide a mixture of the best concepts qualitative research methods and the best of quantitative research methods to produce a refined analysis of the research question on study. The mixed research method identifies the best strategies to ensure factors that affect employee productivity and the influence of job satisfaction are monitored. The effects of remuneration, bonuses, promotions, demotions and other close relationships are closely monitored and their effects on job satisfaction and productivity analyzed and evaluated (Naquin, Cole, Bowers & Walkwitz, 2010)
The study targets to identify the greatest impediment to job satisfaction and the issues that critically affects productivity.
The mixed research study also aims at identifying several ways of enhancing employee satisfaction and improvement of employee retention. Employee attitudes and behaviors towards more productivity would also be investigated. The research seeks to investigate the best strategies towards employee job satisfaction and productivity.
The mixed research study adopted methodology is well defined. It would involve a number of employees who have been randomly selected from several companies. The criteria for selecting the participants would involve random selection of names from the employers time sheets and only four employees per company would take part; two form the lower positions while the other two from managerial levels. The questions would cover all the areas of employee’s life including personal questions on domestic home budget, medical allowances and employment income. Employee’s personal feelings on the company would also be documented but the identities of the employees would be protected. Their responses finally would be analyzed and compared with the hypothesis that had been formulated. Intensive observational research and in-depth interviews would be utilized to collect the necessary data for the study. In the mixed research study, the response rate was 85% hence its results would be credible (Mills, 2011).
The research summary of the findings were adopted and analyzed using the standard statistical measures including correlation method. The mixed research method provides accurate empirical measurement together with the levels of job satisfaction in employees and their relationships at work. The responses clearly show that the better and closer the relationship between employees and employers the better and higher the levels of job satisfaction productivity among the employees (Mills, 2011). A healthy relationship between employees and employers results in improved productivity for the company. Innovation and autonomy provides better opportunities for ambitious employees to be more innovative and productive as managers register good performance among average employees allowing a spiral effect to continue hence leading to more productivity and better working environment including improved terms for all the employees (Migiro & Magangi, 2011).
The main aim of mixed research study is to provide more research that would reveal insight on the test of hypothesis while studying the effects and predictions of other variables. Mixed research method assists in identifying the real issues behind individual behavior. Employee behavior is very difficult to monitor and observe. Different people have varying ways of coping with emotions and daily stresses and mixed research methods provides the resources required for close observation and also intensive interviews for deep insight into the real issues that determine the relationship between job satisfaction and productivity.
References
Choudhury, S., & Friedman, M. (2015). A study of employee satisfaction with HMO services at a historically black university. In Proceedings of the 1996 Multicultural Marketing Conference (pp. 81-84). Springer International Publishing.
Migiro, S.O. & Magangi, B.A. (2011). Mixed methods: A review of literature and the future of the new research paradigm. African Journal of Business Management, Academic Journals Review.
5(10), 3757-3764. Retrieved from: http://www.academicjournals.org/AJBM
Mills, G. E. (2011). Action research – A guide for the teacher researcher. Boston, MA:
>>>>Pearson Education, Inc.
Naquin, M., Cole, D., Bowers, A., & Walkwitz, E. (2010). Environmental health knowledge, attitudes, and practices of students in grades four through eight, Journal of Research, 6(2), 45-50.
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In the CapraTek: Succession Planning simulation, you identified the three best candidates for the plant manager position, interviewed each candidate, and selected your top choice. For this assignment, you will create a career development plan for the candidate you chose.
Assignment Instructions
Write an analysis of your experience and results, addressing the following:
• Articulate why you selected the candidates you chose to interview for this position.
• Analyze why you chose the candidate you decided to hire for this position.
• Develop a career development plan for your chosen candidate, based on your practice with the CapraTek simulation.
Background info on company:
CapraTek is leveraging its culture of innovation to expand into emerging wireless technologies. As part of that diversification, CapraTek is developing advanced smart-home technology.
Last month, CapraTek announced that it will begin development of an integrated wireless system that will provide seamless integration of virtually all home electronics and appliances all controlled through a single, wireless device and a simple web-based interface. The system (Alfred!) will be produced in a new manufacturing facility in central Illinois. Groundbreaking on the new facility will begin this summer with full operations to be accomplished in three phases over the next two years.
While most workers at the new plant will be hired locally, manager and supervisor positions will be filled through a combination of transfers and promotions from the two current U.S. CapraTek manufacturing plants and local hires. The new plant manager, Mark Cranston, had been the assistant plant manager at CapraTek’s Spartanburg South Carolina plant. His promotion leaves a vacancy at the South Carolina plant that will need to be backfilled quickly as the current plant manager is scheduled to retire in less than two years.
Email you received:
From: Evelyn Unger, Senior HR Generalist
I am assuming that you have had a chance to read Kathleen’s announcement on the company intranet – if you haven’t, you should.
The bottom line is that we didn’t see Mark’s promotion coming and there has not been much done in terms of succession planning at that plant (or, to be honest, at our other plants). It is looking like there isn’t a strong internal candidate to take Mark’s place, so we will be posting the position and looking externally to fill the position.
With the current plant manager slated to retire, we’d like to avoid this kind of thing happening again, so I’d like you to take a look at the management and supervisory in Spartanburg and come up with a development plan for one of those individuals. Basically, identify one person who you think has the potential to be a strong internal candidate to replace Chuck when he retires. Identify what needs to be done in terms of succession planning and career development planning, and be prepared to talk about it later this week. You’ll probably want to set up virtual meetings with several potential candidates to talk about their goals and current plans.
I’m asking a couple of other people to do the same thing, so be prepared to defend your choice!
I’ll follow up with you later.
SAMPLE ANSWER
Succession Planning at CapraTek – Week 9
Introduction
Succession plan is important for any business to help them avoid inconveniences. This planning ought to start early to ensure that events and activities flow smoothly. This paper aims to develop a career development plan for selected candidate to take up the position of manager in CapraTek Company. It as well provides reasons for selecting candidates selected for interview, and provides an analysis for choosing the candidate hired.
Reasons for selecting candidates selected for interview
In organizations such as CapraTek, changes are deemed to occur. Some of these changes require immediate course of action as opposed to others. The current plant manager is destined to retire in less than two years and this will leave vacant position of an assistant plant manager as Mark Cranston is promoted to the position. The vacancy left requires an individual that has the requisite skills and experience to fill the same. According to Tichy (2014), It is important for organizations to have a clear plan on its succession strategy to ensure continuity and success. Succession sometimes may be problematic and even cause negative implications to an entity. The process of succession should be done right and should not merely be selection of names to fill the position. One of the most important things to do is to engage all the stakeholders fully (Hall & Hagen, 2014). They must be part of the process to ensure selection of the right candidate. Potential candidates require serious scrutiny and assessment to determine their capability to take up the position. The scrutiny may require hiring of an external manager to take up the position as is the case at CapraTek. The third important consideration is to carry out a stress test and simulation to determine indeed whether the candidate has the skills and the ability to take the organization to the next level even in absence of the CEO (Tichy (2014). The last point of consideration is acknowledging that the successor needs to recover from mistakes and have the heart and willingness to learn (Barbour, 2014). The successors require mentors and conducive working environment as preparation for the bigger task.
To ensure smooth transition, it is important to start early preparations to identify the right candidate to fill the position that will be left vacant (Sims, 2014). Selection and recruitment is the first stage. The recruitment panel has to carry out an assessment to determine whether there was any suitable person within the organization for the position. However, there was no suitable candidate and this necessitated consideration of an external recruitment. Through the process of recruitment, three candidates emerged to be the best and therefore were invited for an interview to take up the position. A number of reasons were considered and these three met the threshold. The three have enough experience in working in companies that deal with similar technologies that Capra Tek is dealing in. There leadership have been tested for many years and was recommended. All of them have managed to transform their companies and driven them to grow and become successful. For instance, one of the candidate selected managed to achieve 80 percent growth rate in the company he used to work within a period of two years. The company had stagnated, hence was not making profits and the investors were now getting discouraged and withholding their investments. The three candidates as well exemplified qualities of leadership. Their communication skills and social skills were astounding. The level of intelligence was also astonishing, hence; they emerged to be the potential candidates that would help Capra Tek achieve its goals even as it embarked on expansion initiatives as part of its diversification initiatives. The candidates’ competencies were assessed using multiple tools and even their personality assessed using Myers-Briggs Type Indicator (Mattone, 2013). The results indicated the three candidates fit for the position. The qualities and qualifications of the three therefore matched the requirements of the position, hence contributing to their selection.
Analysis for choosing the candidate hired
The position however, required one manager and therefore, further scrutiny was done to find the most qualified person to take the position. One candidate emerged the best after further evaluation of their suitability. One of the reasons that promoted or contributed to hiring of this candidate was his style of management and leadership. The candidate style of management rhymes with that of Capra Tek. Hence, was not going to be hard for him to acquaint himself with the systems of operation. The candidate, as well gets along well with other stakeholders. In this company, stakeholders play a key role and are valued. Someone that will be able to create a conducive environment for all stakeholders will therefore stand higher chances of achieving goals. Involving others in key decision reduces the resistance level towards change and as well contributes to teamwork. The culture of the organization is hinged on innovation and to achieve this, people must be involved in key decision-making processes.
Other reason that guided the selection of this candidate is his previous performance rate. He was the only candidate that has recorded consistence performance record. He had opportunity to work in different companies and all this companies he left a legacy that many other people admire and remember. Therefore, his consistency in his performance as documented in his performance reviews as well as his appraisal makes him outstanding candidates to take the company to the next level.
Career development plan for candidate selected
Career development plan is a framework that provides guidance regarding ones career planning (Furbish, 2013). Every individual has to have a plan on what they wish to achieve in their careers. The goals should be specific, measurable, attainable, and reliable and time bound (Furbish, 2013). It is important to understand the exact thing that you are trying to accomplish. One should also be in a position to know whether the goals have been achieved through assessment and measurement. The goals should be reliable and the actions to take known. The goals as well require a specific timeframe to achieve (Mattone, 2013).
The candidate currently holds a Master’s degree in Business Administration from University of Harvard. He also holds a degree in Engineering from Boston University. He has wide array of skills and knowledge in management having held managerial positions in various organizations for more than 10 years. The candidate as well has vast skills in leadership that has contributed to his success in the organizations that he has worked.
The candidate has as well diverse knowledge in wireless technologies, having worked in a technology company for duration of 5 years. The experience he holds therefore, matches the job description, something that makes him the best for this position.
Despite these achievements, the candidate has not yet achieved all his goals and visions. He is still working hard to become the best manager across the world. This is his long-term goal. The short-term unattained goal is to train on cross culture. This will allow him to understand people diversity and global environment when interacting with people across the globe. The other long-term goal is to pursue a Doctorate degree in Business Management to advance his knowledge in the business management. The candidate believe that in-depth knowledge in business coupled with his already experience will enable him execute his duties diligently.
Achieving these goals is yet another important question that one ought to ask him/herself. The candidate has clear about the strategies that will enable him to achieve the goals. He will have to utilize online learning opportunities to pursue courses on cross culture. He also plans to undertake evening classes to accomplish his career goals of acquiring a doctorate degree. This however, will require proper time management to be in a position to manage his managerial duties in the company as well as his personal ambitions.
To be among the best managers across the world, is something that will be determined by his performance in the current job. Therefore, working hard and applying suitable management strategies will be key to achieve these dreams.
It is important to note that, it may not be easy to achieve these goals solely. He will require other people and resources to facilitate their accomplishment. The candidate has his savings as well as company sponsorship that will aid him to achieve his career objectives. He also plans to learn and share with other executives, colleagues, and experts to improve his skills and knowledge base in management.
Conclusion
It is evident that success plan is critical to ensure better transition. Organizations that have put in place appropriate procedures on filling of vacancies experience smooth transition and vice versa. It is also important for entities to ensure that they adopt suitable recruitment and selection procedures to attract the right candidates for their organizations. Career development planning as well is important to help provide insights on the future plans of candidates. Every person should have a career development plan to ensure success in his or her future endeavors.
References
Barbour, T. (2014). Business Succession Planning Best Done from Day One. Alaska Business Monthly, 30(12), 40-43.
Hall, L. O., & Hagen, C. D. (2014). Holistic Approach to Succession Planning Provides Added Value for Clients: Financial Service Professionals Play Key Role in Successful Plans.(cover story). Journal Of Financial Service Professionals, 68(1), 78-83.
Mattone, J. (2013). Powerful succession planning, USA: American Management Association
Sims, D. M. (2014). 5 ways to increase success in Succession Planning. TD: Talent Development, 68(8), 60-65.
Tichy, N. (2014). Succession: How to Get This Process Right. Mworld, 13(4), 26-30.
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Imagine that the organization for which you work has traditionally encouraged its employees to work independently on project assignments. Now, because of a shortage of resources, individual contributors will be asked to form teams to improve efficiency. You are tasked with designing a training program to promote a teamwork environment.
Discuss what type of training environment is best suited to assist employees with developing a new mindset that builds team spirit, morale, and support for success. Address the following in your post:
• What are some of the obstacles that might be encountered due to this environment shift?
• How will you design a training environment that minimizes these obstacles?
Analyzes course concepts, theories, or materials correctly, using examples or supporting evidence.
Applies relevant professional, personal, or other real-world experiences to extend the dialogue.
SAMPLE ANSWER
Diversity training is best suited to assist employees to build a mindset that promote team spirit, morale, and support for success. Diverse training helps increase employees cultural awareness, skills, and knowledge. Therefore, developing a focused, cohesive, team-oriented workforce, and promoting teamwork in the workplace. The main purpose of a diversity training program is to create a constructive work environment by assisting workers identify and put up with differences among co-workers.
Some of the challenges of pulling diverse employees to work together as a team include mistrust between employees, the difference in personality, and resistance to change. On the same note, poor communication, bad leadership, absence and inability to resolve conflicts are also problems teams encountered (Tohidi, 2011).
The following tactics can be employed when designing a training program for teamwork environment in the workplace and minimize obstacles faced during team building process. First, the program designed should be made actionable, visible, and fun. The training program session should inject fun into team formation. The program should also encourage sharing of information between the team members and explain why their teamwork effort is paramount to the organization (Daft, 2012). The team leaders should also provide guidance and strategic direction to the team member to share and provide solutions for the surrounding challenges working as a team. Finally, team members should encourage and help people experience their challenges positively.
In conclusion, teamwork is important for achieving efficiency and productivity in the workplace. Therefore, managers and supervisors should develop training programs for employees to form cohesive, focused and motivated employees who enjoy working as a team. The training should be approached in a positive way so as to elicit any challenges and obstacles that hinder teamwork and team formation in the workplace.
References
Tohidi, H. (2011). Teamwork productivity & effectiveness in an organization base on rewards, leadership, training, goals, wage, size, motivation, measurement and information technology. Procedia Computer Science, 3, 1137-1146.
Daft, R. (2012). Organization theory and design. Cengage learning.
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•Written communication: Write in a professional style with correct grammar, usage, and mechanics.
•APA formatting: Use APA (6th edition) style and formatting to present your references and citations.
•Length of paper: 1, double-spaced pages.
•Font and font size: Times New Roman, 12-point.
ASSIGNMENT INSTRUCTIONS: Share a poor training situation you have experienced.
You have most likely experienced some training during your life; some of it good and to the point, some of it maybe not so good. Have you ever attended a training program where:
1. You could not read the presentation slides?
2. You knew you would never use the material?
3. You were told your office does not use this information, but they would train you on the concepts anyway?
Training plays a critical role in sharpening skills and knowledge among individuals hence, contributes to good performance. This paper shares an experience of poor training situation experienced and provides an explanation of how a Training Need Assessment (TNA) could have solved this.
I have attended different training programs at college and even at my workplace. Some of the training sessions had positive impact on my life whereas others did not. I vividly remember one of my poorest training events organized by the company I used to work. The training was irrelevant since the information provided was not useful and even adding value to my skills. I felt that the topic was not appropriate for the audience at the time. I was also disappointed on the communication channels used. The speakers even though were audible, the presentation slides were not visible and therefore, contributed to the confusion. Furthermore, the speakers seemed not to command authority, as they were not objective. The sources of their information were questionable, as sources were not disclosed. I therefore felt disappointed, as I could not see how the training would add value to me and enable me improve in my work.
This problem however, could have been corrected using a Training Need Assessment. The organizer would have taken time to collect, analyze data to support this decision-making concerning the appropriateness of the training (Ferreira & Abbad, 2013). TNA would have assisted in assessing the needs of the training and in identifying and defining those people supposed to undertake the training, and the content to be taught. Determining, the what, who, when, why and how of the training would therefore have ensured that the training was relevant (Murphy, 2015).
References
Ferreira, R. R., & Abbad, G. (2013). Training Needs Assessment: Where We Are and Where We Should Go. BAR – Brazilian Administration Review, 10(1), 77-99.
Murphy, N. (2015). Reliable TNA in seven steps. Training Journal, 29-32.
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This papers become very interesting going forward from hear as the writer has to write everything base on the problem statement crafted in 113135 even though that paper was terribly written. The topic to always keep in mind is (Employee job satisfaction and productiveness).
Introducing Your Introduction.
The introduction to a research study has a proscribed purpose and functionality that sets it apart from introductions you have probably read in books and popular literature. Although the introduction should engage the reader, it should also highlight particular information about the study and its orientation. Take note that everything should be center around your topic which is Employee job satisfaction and productivity, that you started in the problem statement.
Using the sample outline for an introduction on p. 100 and the annotated sample on pp. 100–102 of your course text, Research Design: Qualitative, Quantitative, and Mixed Methods Approaches, write an Introduction that addresses and includes the elements suggested by this week’s Learning Resources. For the purposes of this paper, you should assume that your Literature Review from last Week was exhaustive and that it included substantive breadth and depth of the scholarship with regard to your topic (Employee job satisfaction and productivity). Consider the following in preparing your Introduction:
• Is the opening sentence engaging, and does it encourage readers to continue?
• Is a problem or issue identified that justifies this study?
• Is the problem framed in a way that is consistent with the research approach?
• Do you refer to groups of studies to justify the problem’s importance?
• Do you cite recent literature (within the past 10 years)?
• Are specific deficiencies in past studies identified?
• Do you explain how the study will address these efficiencies?
• Do you explain why the study is significant for audiences?
• Is the Introduction limited to about 2 pages?
• Is the Introduction well-written and easy to read?
Resources
• Course Text
• Research Design: Qualitative, Quantitative, and Mixed Methods Approaches
o Chapter 5, “The Introduction” (pp. 97–110)
o Chapter 6, “The Purpose Statement” (pp. 111–127)
o Chapter 7, “Research Questions and Hypotheses” (pp. 129–143)
This series of chapters presents the first elements of a research study that are common in both articles and in more extensive research literature. Each element is presented in terms of its component elements and nuanced differences that are determined by the research methods that govern a given study. Best practices and common formats and templates guide you through the preparation of these elements.
• Media
• Laureate Education, Inc. (Executive Producer.) (2008). Purposes of research. Baltimore: Executive Producer.
SAMPLE ANSWER
Introduction
Job satisfaction and productiveness are directly related but the nature of work engagement determines the level of job satisfaction and the required output per employee. According to Bakker (2011) Job satisfaction and the level of productivity differs from one employee to the other. Employees are motivated differently depending on their preferences and work engagement. Satisfied and engaged workers approach their duties and obligation with dedication, energy and focus. These workers are more productive, open minded and are always ready to go extra mile. Employees’ job satisfaction is achieved by motivation and provision of favorable working conditions.
However, high quality performance is also witnessed only when the job demands are high and the personal resources of individual employees are also conducive to quality production. For example, employee’s self-esteem and optimism are crucial and contribute significantly to the eventual quality of the company’s output (Bakker, 2011). These personal attributes allow the employees to remain in good health hence the ability to focus clearly on the demands of the job. Social support, autonomy, growth and an effective feedback system are also some of the job resources that create a suitable environment for job satisfaction.
A company must research on all the motivation factors that resonate well with their employees. The level of performance can be greatly eroded if the motivation factors are not consistent with the employee’s wishes or are lacking all together (Zenoff, 2013). Some workers are motivated by their own achievements or by recognition of their efforts. It’s the company management’s task to identify what the company needs to optimize the workers productivity (Stack, 2013).
Dr. Rollings from the Hay group in the US developed a scientific model that linked employee opinion and business performance (Corporate Leadership Council, 2003). Among its findings was that there was a correlation between employee satisfaction and company performance but there was no causation between other different aspects of company and employee performance. The issue of causation was not addressed as the purpose statement was whether the improved performance and productivity was as a result of employee satisfaction only or other factors also contributed to the improved performance.
However, it was noted in a study conducted in 2001 by Personnel Psychology that positive behaviors and also attitudes directly influenced the company’s outcomes. Positive behaviors and attitudes in employees can only be attributed to good working terms and relationship from the employer (Corporate Leadership Council, 2003). These effects can only be achieved if the employees working terms are favorable and the working environment is also friendly. The study did not conclude if it’s true that good business performance can also influence the behaviors and attitudes of employees.
The study later categorized employee satisfaction and attitudes into five employee behaviors that were measurable; altruism, civic virtue, courtesy, conscientiousness and sportsmanship. Participants were measured along the five categories against employee turnover rates, employee population and compared with the company’s financial performance. The research question and the hypotheses still remain whether employee satisfaction can be applied to determine the company’s future profitability and if they also contribute to customer satisfaction and increased productivity per se.
The selected article is Approaches to Training and Development. The main objective of this article is to emphasize on the need to take a step by step approach in training. The author of the article argues that in order for training to be fully effective and meet the intended goals, it is necessary that it is done systematically. More often, trainers miss the point when they train in a block format. This involves combination of many aspects of training which are taught but in shallow manner (Kaur, 2010). At the end of the training, there is a lot that has been taught but very little has been internalized by the trainees. Trainers must ensure that by the end of training program, the trainees have actually understood and can put into use what they have been trained on.
One of the ways of ensuring that training is systematic is preparing an agenda for each training forum. Before the trainer can embark on training, he or she must prepare in advance what need to be trained. At the university level course instructors are required to prepare a course outline (Kaur, 2010). The outline gives, at a glimpse, what is to be covered for the entire semester. This helps both the instructor and the learners prepare in advance making the learning process easier and easy to demystify. Having an agenda also helps the instructor to easily identify whether there are any crucial areas that have been left out. An agenda is a guide that directs both the trainer and the trainees.
The article selected for this assignment supports in many ways my existing knowledge of training. The article has indicated clearly that training should not be done for the sake of doing it and completing the same. More often, both the trainers and the trainees focus on the end goal which is to complete the task until they lose focus of the main goal. The article emphasizes that the goal of training should be to ensure that the trainees learn the material prepared by the trainer.
The author of the article also notes that moving systematically is crucial in ensuring that the trainees are not lost in the cause of the training. When a trainee is bombarded with too much jumbled information they tend to get lost. At the end of the training, the trainees are left more consumed than they were before the training. However, with a systematic mode of training, it becomes easy to help any trained who may have challenges understandings some of the concepts (Blanchard & Thacker, 2013).
The article also supports my thoughts by arguing that every area in employment requires training. Even those who offer training will from time o time require refresher courses to better their skills. As such, no trainee is excluded from training. Every person must endeavor to add to their pool of kills in order to better their act. For trainers, they must remain on toes considering the dynamic nature of their field. Approached and trends change give only the latest in the market to their trainees.
The article also asserts that approaches chosen for training must also be carefully considered. A trainer should always go for an all accommodative and all inclusive method that ensures different needs are taken care of (Blanchard & Thacker, 2013). The author further notes that necessary to remember that the needs of trains vary. As such, it is paramount that each need is well taken care of. The only way to do is to use an all inclusive approach.
HR Strategic Planning for General Electric Company (GE)
HR Strategic Planning for General Electric Company (GE)
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SAMPLE ANSWER
Abstract
This research paper provides human resources (HR) operating plan for General Electric Company (GE) basing on this company’s vision and mission statements and other GE’s public information. Included in this research paper are GE’s HR SWOT analysis and HR gap analysis, as well as HR strategies and action steps. GE is a diversified fiscal services and infrastructure firm. Its vision is to bring good things to life and mission is to invent the next industrial age, to build, move, power and cure the world. GE’s mission, vision, business objectives and strategies would drive and inform an HR operating plan as it would facilitate the development of a strategic human resource management (SHRM) at GE. With strategic HRM, HR activities and planning at GE would be integrated into the strategic plan of the organization so that HRM is clearly aligned or linked, with the attainment of the goals and mission of the company. GE’s HR SWOT analysis shows that the company’s strengths include availability of training resources, and senior managers promote and support HR strategic development. The weaknesses include budget constraints and cuts, as well as low employee morale. Opportunities include the use of new technology, and beneficial changes in employment laws. The main threats are competition from new businesses and litigious workers. Basing on the HR SWOT analysis and gap analysis, the strategies that GE’s HR department may wish to implement include recruitment strategy, restructuring strategy, training and development strategy, and collaboration strategy. However, several obstacles could be encountered during the implementation. These hindrances include lack of full management support, workers in the organization not understanding the HR strategy, workers not inspired by the overarching goals of the strategy, workers are impassive toward the implementation, and workers not exerting any enthusiasm in participating. These would be overcome by involving all employees and the company’s senior management in the implementation, and addressing their concerns and worries satisfactorily.
HR Strategic Planning for General Electric Company (GE)
In this paper, the mission and vision statements of General Electric Company (GE) as well as its main business strategies and objectives are summarized. How this information would drive and inform an HR operating plan is explained in detail. This paper also provides a 3-column HR gap analysis and a 4-cell HR SWOT analysis between General Electric’s organizational strategy and Human Resources strategy currently in place at this corporation. Lastly, several strategies are identified that GE’s human resources department may wish to execute basing upon the HR SWOT analysis and HR gap analysis.
1.0 Section 1: mission and vision of GE and other public information of GE
GE is a diversified fiscal services and infrastructure corporation. The firm has its head offices in Fairfield, Connecticut. Its key directors and officers are as follows: Jeff Immelt is the CEO, Jeffery Bornstein, Keith Sherin, John Rice, and Dan Heintzelman. GE’s products and services range from airplane engines to consumer and business financing and industrial products, to medical imaging, home appliances, gas and oil production, and power generation (General Electric Company, 2015a). It is worth mentioning that General Electric operates its segments through its 8 businesses basing upon the markets they serve: aviation, GE Capital, oil and gas, healthcare, appliances and lighting, energy management, power and water, and transportation. It is active in about 175 countries.
GE’s Power and Water segment: this offers combined cycle systems; generators; nuclear reactors; aeroderivative, gas and steam turbines. It also offers water treatment services, wind turbines, and equipment. Energy Management segment: this provides plant automation software, hardware, as well as embedded computing systems which include embedded systems, industrial computers, controllers, operator interfaces, motion control, and advanced software (General Electric Company, 2015a). Oil and Gas segment: this offers subsea and surface production and drilling systems, equipment that are used to float production platforms, turboexpanders, turbines, compressors, auxiliary equipment, industrial power generation, as well as reactors. Healthcare segment: this offers medical imaging, patient monitoring and diagnostics, software and information technology, performance improvement solutions, biopharmaceutical manufacturing technologies, and drug discovery (Reuters, 2015).
Aviation segment: this provides aerospace systems and equipment, jet engines, as well as replacement parts and maintenance as well as repair services for armed forces and commercial aircraft, regional and executive aircraft, and marine applications (Reuters, 2015). Appliances and Lighting segment: this is involved in manufacturing lighting products for industrial and commercial applications. It also manufactures home appliances. Transportation segment: this offers passenger and freight trains; diesel engines for marine, rail and stationary power applications; underground mining equipment; railway signalling and communications system; IT solutions; motorized drive systems; as well as value added services and replacement parts. GE Capital segment: this provides fleet management, commercial loans and leases, personal loans, credit cards, financial programs, plus other fiscal services (Reuters, 2015).
1.1 Vision, Mission and Strategy
The vision of GE is to bring good things to life and its mission is to invent the next industrial age, to build, move, power and cure the world (General Electric Company, 2015a). Building: General Electric Company builds the world by offering infrastructure, expertise, and capital for an international economy. GE Capital has offered billions of dollars in funding so that businesses could grow and build their operations and customers could build their fiscal futures. GE is building lighting, appliances, power systems plus many other products which assist millions of factories, homes, retail facilities, and offices worldwide to work better (General Electric Company, 2015a). Moving: General Electric Company is moving the world in the most efficient, quickest, and safest ways possible. This multinational corporation is moving airline companies on the most efficient and largest jet engines in the world. This multinational corporation moves freight with the use of the most advanced signal systems and locomotives (General Electric Company, 2015b).
Powering: General Electric powers the world with the most advanced, cleanest energy solutions and technologies. From smart grids which help utility companies manage electricity demands to FlexEfficiency Combined Cycle power, to gas engines which run on organic waste, the technology of General Electric Company at the moment helps in delivering 25% of the world’s electricity (General Electric Company, 2015b). Curing: General Electric Company is always working to make this world a much healthier place by providing the health care technology which saves about 3,100 lives daily (General Electric Company, 2015b). It is focused on assisting medical professionals in making an earlier, more precise diagnosis of illness, and equipping them better to treat the disease.
General Electric imagines things that other companies do not, builds things that other companies cannot and delivers outcomes which make the world work better. GE makes things that not many corporations in the world are able to build, but which are actually needed by everyone. This serves as a source of pride. To GE’s customers and staff members, it defines General Electric Company (General Electric Company, 2015a). Its core values contain the following words: curious, passionate, accountable, resourceful, energizing, open, committed, teamwork, and always with unyielding integrity. In essence, the mission of General Electric Company is customer-oriented since it is focused on customers and their needs; it does not focus on what products the company sells or what services the company offers (Clough, 2014).
With regard to the strategy, GE’s top leadership is repositioning General Electric to be the best technology and infrastructure corporation in the world, with a smaller fiscal services division. The focus is on driving infrastructure leadership, attaining a culture of simplification, and investing in innovation to better serve its many clientele all over the globe (General Electric Company, 2015a). In essence, GE seeks to be 75% premier infrastructure firm and 25% valuable specialty finance (General Electric Company, 2015a).
General Electric’s corporate mission and vision as well as business objectives and strategies would drive and inform human resources (HR) operating plan in that GE’s HR strategy would need to be aligned with the company’s organizational strategy. Aligning Human Resources with organizational strategies and objectives is sensible and helps in ensuring that the business organization achieves goals. HR alignment implies integrating decisions about employees of the company with decisions about the results a company is trying to achieve (Armstrong, 2010). If members of staff are connected to organization goals and strategies, and are actually acknowledged for high performance, the business goals are realized more easily. Staff members who are engaged are crucial to productivity of the company.
GE’s HR department could be an important player at the strategy planning table if it develops performance management goals basing upon the strategies and goals of the company. HR is essentially about people, which is the core of a company as well as its strategic plan. GE’s mission, vision, business objectives and strategies would also drive and inform an HR operating plan since it would facilitate the development of a strategic human resource management (SHRM) at the company. Strategic HRM is understood as the design and execution of various internally consistent practices which ensure that the human capital of an organization actually contributes to the realization of the company’s business objectives (Eigenhuis & Dijk, 2010).
With strategic HRM, strategic planning of the company would be melded with HR planning. In essence, with strategic HRM, HR activities and planning at GE would be integrated into the strategic plan of the organization so that HRM is clearly aligned or linked, with the attainment of the goals and mission of the company. GE’s HR managers would want to effectively align, or link, HR planning with GE’s overall organizational strategy so that they fit together seamlessly. Otherwise, human resources planning might not be effectual in helping to accomplish the company’s goals. Holbeche (2011) reported that if for example a company’s goal is cost reduction and savings and the human resources department is spending a lot of money on hiring workers who are overpriced, then there is a misalignment of human resources practices and organizational strategy.
By integrating HR management into the company’s planning process, underlining Human Resources activities which support wide-ranging mission goals of the firm and creating a strong connection between management and HR, the company would be able to make certain that the management of the human capital really contributes to achievement of mission and that managers are held actually answerable for their HR Management decisions (Mitchell, Obeidat & Bray, 2013). All in all, it is of major importance to align GE’s human resources management towards accomplishing the company’s defined strategic goals and objectives and measuring progress towards those objectives and goals. Moreover, GE’s corporate mission, vision and business objectives and strategies would drive and inform human resources (HR) operating plan in that GE’s HR representatives can take part in the company’s strategic planning process and integrate HRM strategies, objectives, and goals into the company’s strategic plans. As such, GE’s HR leaders and the company’s senior executives would need to join forces to totally integrate human resources management into the planning process so that it would become an essential, contributing factor to the company’s planning and success (Douthitt & Mondore, 2013).
Researchers have reported that business organizations which successfully align HRM with their mission attainment do so by integrating HR management into the firm’s planning process, giving emphasis to HR activities which support the mission aims, and creating strong management/HR relationships (Marler, 2012). Over and above being an important contributor to mission accomplishment of the organization, HR management alignment is the final level of HRM accountability, as illustrated in the Hierarchy of Accountability shown below:
Hierarchy of Accountability
Whilst HR management accountability has to start with necessary legal compliance, it ultimately includes all 4 pyramid levels, including showing how human resources management supports accomplishment of the strategic goals and objectives of the company (Fratričová & Rudy, 2015). In essence, HRM activities are aligned with the mission accomplishment of the company in order to demonstrate the value of HRM to the company.
In the past many years, one of the main roles of HR was to ensure conformance to regulations, rules, and laws. Even though this is still a necessary function and would always be so, a lot of developments in the past few years have resulted in a strong emphasis on results. In essence, HR has to play a vital part in the formulation of GE’s strategy given that human resources could help the business organization to determine whether or not a strategy is actually feasible given the current levels of human capital at the company, usually referred to as inputs (Maugans, 2015). Put simply, the HR manager can determine whether or not the organization at the moment has an adequate number of staffs with the required skills and knowledge to realistically pursue a strategy.
Generally, strategic HRM entails linking HR planning to the strategic planning of the company to ensure that HR activities are advancing and supporting the strategy of the company. Moreover, GE’s corporate mission and vision as well as business objectives and strategies would drive and inform HR operating plan in that GE’s organizational strategy and HR planning would be linked in 2 important areas: at the time when GE’s organizational strategy is formulated, and at the time when the strategy is executed.
2.0 Section 2: 4-Cell HR SWOT analysis and 3-Column HR Gap analysis
2.1 Current HR strategy at General Electric
General Electric’s HR leadership philosophy inspires its members of staff to be the best in their respective specialties. This firm believes that with proper mentoring, every employee at General Electric could be a leader. Staff members at GE build relationships, collaborate, and share knowledge. Susan Peters, the company’s Senior Vice-President for HR stated that at General Electric, leaders link employees with the processes which keep each of them rising together because they let the people know what exactly is expected of them, assist them in getting there, and hold then answerable and ensure that improving performance drives each one of them (Clough, 2014). Susan Peters also noted that objectives and goals are set for every employee at the company and reviewed often and the performance of employees measured against them. Moreover, General Electric’s goals and objective system ensured that organizational and individual goals are aligned and enabled feedback. The growth values in this company showed staff members how to perform and this is anchored on external focus, courage and imagination, clear thinking, expertise and inclusiveness which are embedded at all levels of the firm and are supported by a unifying belief: to constantly act with steadfast integrity (Clough, 2014).
2.2 HR SWOT analysis
Strength
Weaknesses
· Availability of training resources
· Senior managers who promote and support HR strategic development
· HR staff have expertise and knowledge and are highly skilled
· Low turnover/effective turnover management
· Good reputation in the employment market
· Developed techniques of human resources management
· Modern IT-infrastructure
· High safety standards
· Competitive compensation philosophy
· A successful employment branding strategy
· Budget constraints and cuts
· Low employee morale
· There are no ideas on how to meet the lack of young, talented and qualified personnel
· A benefits offering that does not attract and retain workers sufficiently
· Lack of innovation culture in the human resources management team
Opportunities
Threats
· Workforce growth
· Management team wanting to improve business through cultural development and organizational development programmes
· Beneficial changes in employment laws
· Unfulfilled needs of workers, who are the company’s internal customers
· New technology
· Competitor gaining an edge in market share, which may make GE’s employees to move to the competitor
· Other companies that offer to their workers better benefits, pay or working conditions and, thus, hire best-qualified employees
· Deficit of well qualified individuals in the labour market
· Budget cut for vocational training as well as further training
· Contribution of human resources management not acknowledged by senior management
· Increased health care premiums
· Competition from new businesses
· Litigious workers
· Increasingly stricter employment laws
· Stereotypical negative views of the human resources function
A HR SWOT analysis considers external factors and internal factors that could either hinder or boost the HR functions in the company. HR SWOT analysis could help in speeding up the transition of the organization from reactive mode to proactive mode in order to enhance human resources strategy as well as function (Mayhew, 2014). Strengths: these are the internal factors which enable HR functionality and strategy. HR strategy refers to the long-term goals. For General Electric, some of the HR strategies are to become an employer of choice and to build a top-tier labour force organization-wide (Clough, 2014). Human resources functionality involves the operational side of human resources. At General Electric, some of the strengths include senior management who promote and support HR strategic development, and HR personnel expertise and knowledge since they are the workers who are ultimately responsible for performing tactical tasks (Mayhew, 2014).
Weaknesses: these are internal factors inside the company that pose challenges to the success of human resources efforts and endeavours. Internally at General Electric Company, budget cuts and constrains are conditions which human resources usually must cope with considering that human resources department is not a revenue-generating department. In essence, the human resources department must be dependent on sound justification to fund investments in human resources activities. Even so, money is really not the only weaknesses. Low morale of employees is a major internal factor that has the potential of disrupting human resources (Holland & Weathers, 2013). Disruption in this case refers to reactive and immediate measures that human resources department has to undertake in order to reverse an overwhelming sense of displeasure amongst the employees.
Opportunities: a significant external factor for human resources is essentially the opportunity for workforce growth because of increased demand for the organization’s services and products. In essence, more business will translate into higher salaries or better raises for the existing staffs, along with growth for the adjacent community through the employing of more people (Kaufman & Miller, 2011). In addition, external factors might present as the ability of the business organization to get an extremely successful manager whose business development activities improve the industry standing or repute of the firm.
Threats: these are external factors which impact the organization in a negative way and, ultimately, the human resources department (Mayhew, 2014). For example, when General Electric Company’s competitors such as Siemens AG or Mitsubishi Heavy Industries gains an edge in market share, it would affect General Electric’s profitability and might lead to business slowdown, closure or layoffs. The other kinds of external threats for GE include other companies – not necessarily operating within the same industry as General Electric – that offer to their workers better benefits, pay or working conditions and, thus, hire the best-qualified employees. According to Anca-Ioana (2013), human resources departments cannot always insulate themselves from all the external factors since some of them are imminent. Even so, the human resources department could reduce the impact of external threats by carrying out regular evaluations of compensation structure, surveying opinion of workers on the company’s working conditions, and reinforcing the relationship amongst employees by showing Human Resources as a strategic business partner which really values employees (Mayhew, 2014).
The SWOT analysis is not just a list of items in each category. The human resources department of General Electric should consider the interaction of the SWOT analysis factors and determine the tactics and strategies for maximizing outcomes. Appropriate steps should be executed in order to lessen the effect that the weaknesses of the HR department might have on the threats faced by the department. Moreover, the HR department should utilize its strengths in overcoming the threats to lead the company to mission accomplishment. Charan, Barton and Carey (2015) reported that the SWOT analysis outcomes have to be utilized to establish human resources strategy and in ensuring that the HR strategy is in alignment with the mission of the organization.
2.3 HR Gap analysis
Key organizational strategies
Key HR strategies
Gaps between HR and organizational strategies
Product/service diversification. This entails choosing to shift into new spheres of activity or areas of focus to use the existing resources of the company, as the company’s key markets decline or mature
To build a top-tier labour force and be an organization in which the best people do their very best. Enhance employee commitment and reduce the loss of GE’s best people
New jobs in the GE Energy, Appliances & Lighting, and GE Capital segments are needed.
Quality improvement: this entails choosing to improve the status, influence, resources and capacity of the company through continually upgrading the company’s existing services, products as well as internal operating capabilities.
To become an employer of choice and position General Electric as one of the best employers worldwide
There are insufficient supervisors/managers
Cost cutting and savings
Learning and development: GE provides an environment wherein staffs are encouraged to learn and develop.
Several staffs are overpriced.
Innovation / differentiation leadership: this entails choosing to create services or products which are perceived by consumers as being so superior and different – usually by applying cutting-edge technology – that GE expands performance boundaries
Employee relations: This entails defining the intentions of the company with regard to what requires to be done and what requires to be changed in the ways in which the company is managing its relationships with staff members.
Not all of GE’s current staff members have the required skills.
Not all staff members are presently in positions that utilize their strengths
Financial independence: diversifying the funding sources of the company as a way of achieving control over the company’s financial environment
Reward: This strategy entails defining what the company wants to do in the longer term in order to formulate and execute reward policies, practices as well as processes that would further the accomplishment of organizational goals and meets the stakeholders’ needs.
The current human resources management practices are not sufficient for future needs
Strategic alliance: this entails developing shared services, teams, joint ventures, or cooperative services with compatible enterprises so as to develop new services, markets, products, or efficiencies. GE has established global strategic alliances with Accenture, Honda, Chevron and M+W Group
Talent management: this strategy entails how the company ensures it has the talented individuals it requires in order to accomplish success and achieve its mission
New skills would be needed throughout the organization
HRM strategies are the general plans that lead the execution of HRM functional areas. Generally, the HR management strategies guide personnel decisions which ensure best fit for the company. Every functional area of HRM strategies should correspond to the overall organizational strategy (Eigenhuis & Dijk, 2010).
3.0 Section 3: Strategies GE’s HR department may want to implement
Strategies GE’s HR may implement
Action steps
1
Restructuring strategy
· Reorganize work units to become more efficient
· Regroup tasks to create jobs that are well designed
· Reduce the number of staffs either through attrition or termination
· Reorganize corporate culture
· Engender the buy-in, confidence, and engagement of staffs
· Keep the best employees
· Ready the workers who would be affected negatively by restructuring
2
Training and development strategy
· Offer existing staff members development opportunities so as to prepare them for future jobs in the company
· Provide workers with training to undertake new roles
· Recruit new workers who possess the abilities and skills that GE would need in future
· Consider every available option for strategically promoting job openings and encouraging qualified candidates to apply
· Internal recruitment/tap in-house talent
· Recruit efficiently: recruitment through referrals, internships/co-op placements/field placements, use recruitment agencies
· Exclude certain groups as forbidden under the human rights legislation
· Retain talented workers
4
Collaboration strategy
· Work together with other organizations to influence the kinds of courses that educational institutions offer
· Share with other companies training costs for groups of workers
· Work with other companies in preparing future leaders through sharing in the development of promising people
· Allow GE’s staffs to visit other companies in order to gain insight and skill
· Obtain best, key personnel from other organizations and allow GE’s key personnel to move into another organization
· Allow staffs from other firms to visit GE to gain insight and skill
3.1 Implementation stage
3.1.1 Communication
Effective communication is of great importance to the successful implementation of the HR operating plan. It would be important to ensure that the audience including GE’s senior managers, executive director, and board chair agree with the strategic HR operating plan. Employees at GE are also a crucial audience. It would be appropriate to communicate sufficient detail depending on the audience. Clear and regular communication about the HR operating plan is critical; the messages would be informative, user-friendly, easy to read, and relevant to the audience. There would be opportunity for dialogue throughout the process of implementation so that suggestions as well as feedback could be provided (Fratričová & Rudy, 2015).
The strategic human resources plan would have to be communicated organization-wide. The communication plan would include the following: how the plan ties to the overall strategic plan of General Electric Company; how any changes in HRM would impact on employees including a timeframe if necessary; and what changes in HRM activities, practices, and policies would be made to support the strategic plan (Juul & Minbaeva, 2013). Moreover, the communication has to include how every individual employee could contribute to the plan; how employees would be supported through any changes in the organization; and how General Electric would be different in the future.
When communicating the HR operating plan, the following things would be considered: accurate, honest, timely and consistent communication; issues and questions would be captured and addressed promptly; the plans, vision, progress and expected benefits of the HR operating plan would be explained; and common themes and messages would be reinforced. Other things to be considered include adapting the communication to the audience; encouraging dialogue and discussion about the HR operating plan; and maximizing participation in the process of implementation by involving members of staff. Moreover, communication strategies would be adapted as required so as to address and resolve any unforeseen issues; and the communication would be effective. To ensure that communication is effective, understanding would be checked and the participants would be asked if they need any further information or explanation – the message that they hear should be the same one that they are given (Armstrong, 2010).
The senior executives at General Electric including CEO, chairman, vice chairman, vice presidents and other top directors would be informed about the creation of the HR operating plan and what this plan entails, its purposes and anticipated benefits. These senior executives at GE would also be informed about the progress of the HR operating plan implementation throughout the process of implementation. They would be consulted and input and contribution from them would be sought throughout the implementation as this would ensure that they fully support the implementation. Moreover, members of staff at GE would also be informed about the progress of the HR operating plan implementation. Any questions, issues or concerns from them would be addressed promptly and in a satisfactory fashion so that they do not resist the change (Anca-Ioana, 2013). To inform both the senior executives and staffs at GE about the implementation of the HR operating plan and implementation progress, several methods of communication would be utilized. These include meetings, brown-bag lunches whereby workers are given the information directly by managers, e-mail addresses for question and answer or website pages dedicated to question and answer, newsletters, memos, intranet postings, and email.
3.1.2 External or internal obstacles or organizational pushback
Before human resources professionals could work to execute HR operating plan, they first need to determine what impediments currently exist to thwart the required changes from happening in the firm. Execution of the strategy is, in several ways, an organized process of getting rid of the organization’s several internal barriers to change. Basically, each strategy would face some level of opposition even when it has been collectively agreed that the strategy is very important; and the more significant the change in strategy, the more resistance there would be (Douthitt & Mondore, 2013). The human resources department could forestall many of their possible battles by expecting and tackling some of the problems that would possibly come up. Generally, there are 5 main causes for the failure of strategy implementation, and from these causes arise about 10 foreseeable obstacles that the company’s HRM should strive to overcome. The main obstacles and their related issues are illustrated in the table below:
Obstacle
Related obstacle
Obstacle 1
Poor coordination within management
1. Incongruous goals, policies, and opinions amongst GE’s senior officials could hinder the cross-system cooperation the strategy requires
Obstacle 2
Staff members are not buying in
2. Workers in the organization do not understand the HR strategy
3. Workers are not inspired by the overarching goals of the strategy
4. Workers are impassive toward the implementation, and do not exert any enthusiasm in participating
5. Workers do not feel any personal responsibility in fulfilling the strategy
Obstacle 3
Insufficient change in the work unit
6. The tactics and styles of managers undermine employee enthusiasm regarding the strategy
7. Managers fail to direct the efforts of their work units toward complying with the new strategy
8. Work goes on as usual even in those units which the strategy requires to demonstrate considerable and speedy change
Obstacle 4
Weak inter-departmental cooperation
9. There are inadequate processes used in advancing the collaboration between various functional and operating areas
Obstacle 5
There exists no measurement of progress
10. A technique for measuring and evaluating progress toward the defined goals is totally absent or is deficient
Furthermore, implementation would be difficult if one initiative or strategy is undertaken in isolation without taking into account its implications on other areas of human resources practices or trying to ensure that a holistic, coherent approach is adopted. Holbeche (2011) reported that barriers faced by a HR strategist when implementing strategic initiatives are usually caused by a failure to properly understand the company’s strategic needs, with the result that the human resources strategic initiatives are considered as not being relevant or even seen as counter-productive. This problem is worsened if there was inadequate evaluation of the cultural and environmental factors which affect the content of the HR strategies.
To determine which of the identified obstacles to implementation of the HR operating plan would present the most difficulty within General Electric Company, a number of questions should be considered such as: which of these obstacles would most directly affect the attainment of the defined goals? How can the human resources department work to address these obstacles? Which of these obstacles makes up the most pressing, urgent issue? If these obstacles are reduced or eliminated, what measurable business benefits would be produced? If the identified problems continue, what challenges could result? (Holland & Weathers, 2013).
3.2 Plan to overcome the obstacles
Gain support: support should be obtained from the company’s senior executives, staff members, line managers as well as trade unions. This would mean communication of intentions and rationale for the HR operating plan, as well as the participation of interested parties in the formulation of strategic plans. Help workers to understand the HR operating plan and strategies: staff members are the cogs around which the company’s gears turn. They should understand the strategic direction so that they can aid in the implementation (Fratričová & Rudy, 2015). Carryout a rigorous initial analysis: the initial analysis must encompass corporate culture, business needs, as well as external and internal environmental factors. The framework used can be the company’s SWOT analysis or a PESTLE analysis.
3.3 Flow chart
References
Anca-Ioana, M. (2013). New approaches of the concepts of human resources, human resource management and strategic human resource management. Annals Of The University Of Oradea, Economic Science Series, 22(1), 1520-1525.
Armstrong, M. (2010). Strategic Human Resource Management : A Guide to Action. London: Kogan Page.
Charan, R., Barton, D., & Carey, D. (2015). People Before Strategy: A New Role for the CHRO. (cover story). Harvard Business Review, 93(7), 62-71.
Clough, R. (2014). General Electric Wants To Act Like a Startup. Business Week, (4390), 22-24.
Douthitt, S., & Mondore, S. (2013). Creating a Business-Focused HR Function with Analytics and Integrated Talent Management. People & Strategy, 36(4), 16-21.
Eigenhuis, A., & Dijk, R. v. (2010). HR Strategy for the High Performing Business: Inspiring Success Through Effective Human Resource Management. London: Kogan Page.
Fratričová, J., & Rudy, J. (2015). Get Strategic Human Resource Management Really Strategic: Strategic HRM in Practice. International Journal Of Management Cases, 17(4), 149-155.
Holbeche, L. (2011). Aligning Human Resources and Business Strategy. Amsterdam: Routledge.
Holland, J., & Weathers, J. (2013). Aligning a company’s people strategy with its business strategy and brand strategy. Journal Of Brand Strategy, 2(3), 245-258.
Juul A, T., & Minbaeva, D. (2013). The Role of Human Resource Management in Strategy Making. Human Resource Management, 52(5), 809-827. doi:10.1002/hrm.21562
Kaufman, B. E., & Miller, B. I. (2011). The firm’s choice of hrm practices: economics meets strategic human resource management. Industrial & Labor Relations Review, 64(3), 526-557.
Maugans, C. (2015). 21st Century Human Resources: Employee Advocate, Business Partner, or Both?. Cornell HR Review, 1-4.
Marler, J. H. (2012). Strategic Human Resource Management in Context: A Historical and Global Perspective. Academy Of Management Perspectives, 26(2), 6-11.
Mayhew, R. (2014). Human Resources SWOT analysis. Journal Of Brand Strategy, 1(5), 45-47.
Mitchell, R., Obeidat, S., & Bray, M. (2013). The Effect of Strategic Human Resource Management on Organizational Performance: The Mediating Role of High-Performance Human Resource Practices. Human Resource Management, 52(6), 899-921. doi:10.1002/hrm.21587
Reuters. (2015). Profile: General Electric Co (GE.N). Thomson Reuters.
We can write this or a similar paper for you! Simply fill the order form!
Use the information provided at the end of this paper to craft a problem statement. I have provided some guidelines hear below send to us by the prof. The writer must stick with the guidelines and must use the template. As a matter of fact the prof insisted that the writer follow the example provided in the template and insert the problem statement directly in the template. It’s critical that the writer stick with the instructions giving hear and in the template. I have also attached the rubric with the template for additional guidance.
Please take a look at the week 1 template I emailed you and format the problem statement in accordance with the template.
First clue, the problem statement should be one paragraph only.
Second, it should only have four sentences.
Third, those four sentences should be:
1. Hook
2. Anchor
3. General Business Problem
4. Specific Business Problem
Take a look at the template and it should become clear as to how you should write the problem statement.
Employee job satisfaction and productivity
The general business problem is that reduced level of productivity is being affected by absence of strategies to motivate employees, which has resulted in reduced profitability (Arogundade & Arogundade, 2015).
The specific business problem is that that management of organizations such as SME place more emphasis on increased productivity without providing motivation and psychological support to their employees resulting to job dissatisfaction and consequently low productivity (Deepa, Palaniswamy & Kuppusamy, 2014).
The purpose of this study is to examine the cause of employee dissatisfaction with their jobs in SME to find an amicable ways to manage this problem to help improve in the level of productivity
Studies indicate that highly motivated employees are highly satisfied and this translates into increased productivity (Deepa, Palaniswamy & Kuppusamy, 2014). Every organization that has ambitions to succeed must invest in right employees by ensuring that they provide rewards as well as psychological motivation (Arogundade & Arogundade, 2015). This will help such entities increase in their level of profitability hence be in position to provide better working conditions. Labour turnover will decrease, labour costs will reduce and conflicts and absenteeism will reduce. Employee dissatisfaction is one of the reasons that make many employees to shift to other jobs in other organization. Furthermore, decreased employee morale has a negative impact on productivity of an organization.
References
Arogundade, O., & Arogundade, A. (2015). Psychological Empowerment in the Workplace: Implications for Employees’ Career Satisfaction. North American Journal of Psychology, 17(1), 27-36.
Deepa, E., Palaniswamy, R., & Kuppusamy, S. (2014). Effect of Performance Appraisal System in Organizational Commitment, Job Satisfaction and Productivity. Journal of Contemporary Management Research, 8(1), 72-82.
SAMPLE ANSWER
Problem Statement
The Matrix solutions company is a great company that deals with supplies chain management of electronics to retailer shops. The company has employed many specialists in marketing to assist in its daily transactions. The employees range from the top management team, administration team and also the main suppliers of the electronic materials (Sanicola, 2012). The company has to ensure that there is efficiency in the delivery of electronics to the client for smooth running of the business (Stack, 2013). Various factors will determine the success of business transactions carried out by the company.
In the year 2002 five years after the establishment of the Matrix company, it had a total of 500 employees that transacted businesses to ensure the company attains 7% growth as compared to the previous two years(Zenoff,2013). As of the year 2010, the company recorded a loss of 100 employees who had gained some experience despite the low number of 50 new employees consequently leading to 10% decrease of total sales (Zenoff, 2013). The general business problem is that the lack or minimal number of reward and benefits programs has lowered productivity in terms of electronic sales made by the company after annual financial transaction calculation. The specific business problem is that lack of reward programs that motivate the workers in their work are not used, this leads to poor retention of quality and experienced employees which consequently lead to productivity inefficiencies (La, 2011).
The study purpose will investigate the implications of not motivating the workers effectively. Studies have shown that poor retention of experienced and quality workers is one problem. The poor rewarding system for workers that bring high profits to the company might demoralize them due to lack of effective recognition. Motivation has proved to be effective in contributing to the success of the company.
References
La, G. O. (2011). Economic growth and development. Bingley, U.K: Emerald.
Sanicola, L. (2011). Employee benefits basics. Scottsdale: WorldatWork Press.
Stack, L. (2013). Managing employee performance: Motivation, ability, and obstacles. Highlands Ranch, CO: Productivity Pro.
Spencer, Jeff’s manager, needs to talk to Jeff about his poor performance over the previous quarter. Jeff enters the room and sits across the desk from Spencer.
Jeff:Spencer, you wanted to talk to me?
Spencer:Yes,Jeff, thanks for coming by. I wanted to talk about your performance last quarter.
(Spencer’s phone rings and he answers it. Five minutes later Jeff is still waiting for Spencer. Jeff finally gets frustrated and Spencer notices Jeff looks at his watch several times.)Sorry for the interruption Jeff, I know it is frustrating to be kept waiting.
Jeff:I am very busy. Can we get on with this?
Spencer: Yes, absolutely. As you know you had some problems meeting all of your goals last quarter.
Jeff:Now wait a second. I met the most important goal.
Spencer: Yes, you did, but you missed the other four.
Jeff:Just by a little, and it wasn’t my fault.
Spencer:Jeff, you need to accept responsibility for your own performance and not push blame onto others. You need to meet your goals this coming quarter or I will have to take more serious action.
Jeff:One bad quarter, and you threaten to fire me? I can’t believe this!
Spencer:Just meet all of your goals, and I won’t have to take that action.
Then answer the following questions:
1)Identify and evaluate the actions that the individual could have taken to handle the issue of defensiveness, as presented in the case study.
2)As managers and leaders, we understand the importance of a good coaching relationship, the central role of the employee as the source and director of change, understand employees as unique and whole, and realizing that the coach is the facilitator of the employee’s growth. Yet barriers are present. Moving beyond the obvious, how does a coaching relationship affect cultural transvergence?
Also,
1)The answer must raise appropriate critical questions.
2)Do include all your references, as per the Harvard Referencing System,
3)Please don’t use Wikipedia web site.
4) I need examples from peer reviewed articles or researches.
5) Turnitin.com copy percentage must be 10% or less.
Note: To prepare for this essay please read the required articles that is attached or sent by email.
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SAMPLE ANSWER
Dealing with employee defensiveness
Managers as well as business leaders in general encounter myriads of unusual behaviors from employees which they ought to handle carefully. Such behaviors include defensiveness which is demonstrated in the case involving Jeff and Spencer, his manager. Lloyd (2010) acknowledges that; it is crucial that managers understand the common causes of such behavior for them to be able to handle them when they arise. In the case of Jeff, Spenser should be able to understand the cause of the defensive behavior demonstrated by this employee. Besides this, it is evident that, even the behavior of the leaders can fuel the defensiveness or the other behaviors associated with employees with defensiveness tendencies. For instance, Spencer, the manager, takes long in taking the call while he keeps Jeff waiting. This is not acceptable as he keeps the employee tensed on what could be the cause of the need to talk.
The manager should have created good environment for talk without interruptions, for instance by putting the phone on silent mode or by keeping the calls on hold. In case the call was very important, he could have considered requesting the caller to wait for some moment so that he attends to Jeff first. Gan & Chong (2015) suggests that; the manager should aim at creating a better environment for the talk such as extended salutations and invoking the employee to know more about them before indulging into the issue at hand. This view emanates from the view that; Jeff’s defensive behavior has been fueled by the kind of behavior demonstrated by the manager which denotes little regard for the employee.
For individuals to be able to handle employees with defensiveness, it is crucial that they understand the root causes of the defensiveness. When this is understood, it becomes easy to incorporate in coaching such that defensiveness is reduced or prevented. This view is based on the understanding that, employees do not develop defensive behavior the moment they encounter confrontation or when they are faced with the issue at hand. The defensiveness is a deep rooted behavior which only manifests when the circumstance arises. It is therefore easy to tame the behavior when it is earlier noticed and measures of controlling it taken. To detect the behavior, individuals have to interact well with the targeted people. Nowack (2014) discloses that; when the weak areas of the persons that are likely to develop defensiveness are identified, the individual embarks on coaching that aims at preventing such behavior. For instance, defensiveness is associated with people who have little self esteem or a negative one. When such is detected, the individual embarks on efforts of ensuring that the person improves in their self esteem level. When the level of their self esteem improves, or when the person achieves positive self esteem, it becomes possible for them to live a life that is not full of defensiveness.
It is understood that; such achievements cannot be reached in a short while. It is therefore crucial that individuals cultivate a culture of interacting with the employees so as to mentor then in ways that are able to prevent defensiveness as the one demonstrated by Jeff. In the event that an employee has already demonstrated defensiveness, like in the case of Jeff, it is crucial that the individual involve show understanding despite the fact that they are supposed to exercise authority of the employee, thus they should not take offence for the defensiveness, rather they should deal with the issue at hand and focus on how to help the person to improve in their behavior especially when confronted with an issue.
In the couching relationship, it is crucial that individuals understand the essence of cultural transvergence. This aspect denotes the situation whereby, the individuals are able to understand their own culture, that of the firm and the culture of other people related to the organization in one way or the other, for instance, understanding the culture of the fellow employees as well as the clients. Burris (2012) notes that; the bottom line is not just about understanding, rather, here should e an aspect of being able to integrate the different cultures in the firm such that everyone feels appreciated despite their different culture. This view emanates from the realization that; difference in culture is a positive element in business which should help in improving performance if it is articulated in a viable manner.
On the other hand, if the aspect is not deliberated on well and in the right manner, there lies a potential of destroying the operations of the business. According to Kim & Kuo (2015) it is crucial that the coaches understand the aspects of cultural transvergence, and inculcate it in the coaching relationship such that businesses are able to achieve maximum performance. This is because; if the coaches do not articulate the aspects of cultural transvergence well in coaching relationship, there ought to be little or no progress in the productivity of the organization. When the issues of cultural transvergence are articulated in coaching, there is bound to be fewer issues especially of unhealthy behaviors such as defensiveness.
Dwivedi, Kaushik & Luxmi (2014) maintain that; in the wake of globalization, there is increased need of coaches to understand the perspectives of coaching in line with cultural transvergence. This view emanates from the understanding that; globalization has come with increased diversified cultures in the workplace. In as much as this is a potential factor of increased profitability, if there is no articulation of understanding and taking of the right measure in coaching relations, there is bound to be downfalls associated with poor incorporation of different cultures. The coaches therefore have to portray understanding of different factors in their coaching relationships in regard to cultural transvergence. Hough (2011) asserts that; in the articulation of the coaching relationship, the coach must understand that the employee is the root of change in the organizations. There should therefore, be provision of room for the employee to give their views on intended changes. This way, there will be little resistance in the implementation of changes in which the employees have feelings of ownership.
In the coaching relationship, the coaches must cultivate a tendency of taking the employees as individuals and not generalizing them. The coach ought to understand that the employees are individuals who have unique qualities as well as needs. On this note, it is crucial that the coach aims at maximizing on the strong sides of the employee and helps them to improve on their weak areas. This is done, not in a general manner but in an individualized manner such that every employee is taken care of. This is achievable only with realization that the coach is the facilitator of the employee’s growth and therefore, endeavors to help the employees tackle the barriers which they encounter.
References
BURRIS, ER 2012, ‘THE RISKS AND REWARDS OF SPEAKING UP: MANAGERIAL RESPONSES TO EMPLOYEE VOICE’, Academy Of Management Journal, 55, 4, pp. 851-875, Business Source Complete, EBSCOhost, viewed 29 June 2015.
Dwivedi, S., Kaushik, S., & Luxmi. (2014). Impact of Organizational Culture on Commitment of Employees: An Empirical Study of BPO Sector in India. Vikalpa: The Journal For Decision Makers, 39(3), 77-92.
Gan, G, & Chong, C 2015, ‘Coaching relationship in executive coaching: a Malaysian study’, Journal Of Management Development, 34, 4, pp. 476-493, Business Source Complete, EBSCOhost, viewed 30 June 2015.
Hough, K 2011, The Improvisation Edge : Secrets To Building Trust And Radical Collaboration At Work, San Francisco: Berrett-Koehler Publishers, eBook Collection (EBSCOhost), EBSCOhost, viewed 29 June 2015.
Kim, S, & Kuo, M 2015, ‘Examining the Relationships Among Coaching, Trustworthiness, and Role Behaviors: A Social Exchange Perspective’, Journal Of Applied Behavioral Science, 51, 2, pp. 152-176, Business Source Complete, EBSCOhost, viewed 30 June 2015.
Lloyd, J 2010, ‘Effective Feedback Reduces Defensiveness: Help employees succeed’, Receivables Report For America’s Health Care Financial Managers, 25, 4, pp. 8-10, Business Source Complete, EBSCOhost, viewed 29 June 2015.
NOWACK, KM 2014, ‘take the sting out of feedback’, TD: Talent Development, 68, 8, pp. 50-54, Professional Development Collection, EBSCOhost, viewed 29 June 2015.
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In the Final Project, various techniques and concepts are applied to the development of a detailed proposal for a performance management system (PMS) for one particular organization. The selected organization for this project is Walmart. This company is arguably one of the largest retailers worldwide having in excess of 2 million workforce, 8,498 stores in 16 nations under various names. Every week, more than 100 million shoppers shop at Walmart’s establishments in different parts of the world (Wal-Mart Stores, Inc 2014). This multi-national corporation is a highly successful firm partly due to its performance management system which enhances the competitive strategy of the company.
Nonetheless, the problem with Walmart’s performance management system is that aligning the performance management system with the company’s competitive strategy is not adequate (Bhave & Brutus 2011). Moreover, for a performance management system to be very good and effective, it also has to be aligned with the company’s internal Human Resources practices such as compensation systems as well as training and development. When both internal Human Resources alignment and external competitive strategy alignment are attained, then the performance management system could actually maximize its potential. Therefore, the problem or opportunity that is to be investigated is how to improve the performance management of Walmart.
Sources of information to use: examination of literature
For this project, the sources used would be obtained from scholarly online databases. These databases, which include JSTOR, EBSCOhost, ScienceDirect, Emerald Journals, SAGE journals online, and ProQuest have a good reputation for having high-quality articles on a wide range of subjects and topics. All the sources of information used are not more than 5 years old; hence, they are recent and relevant for the project.
Pulakos (2010) noted that performance management systems including employee performance assessment and employee development are fundamental to human resources (HR) management. In lots of organizations, performance management systems are faulty and have flaws, with managers and members of staff regularly complaining about their ineffectiveness. A survey carried out by Watson Wyatt revealed that just 3 in 10 members of staff are in agreement that the performance management system of their company is actually helpful in improving performance (Pulakos 2010). In addition, fewer than 40% of members of staff reported that their performance management systems produced sincere and candid feedback, defined clear performance goals, or made use of technology in streamlining the process (Pulakos 2010). Even though these results evidently show that many organizations might be having performance management systems that are poorly designed, it is usually not badly developed processes and tools which bring about complexities with performance management. Instead, complexities regularly occur because performance management is essentially a very personal and usually frightening process for staffs and managers alike.
Managers are disinclined in providing honest feedback and are hesitant to have candid discussions with members of staff because they fear reprisal or they fear to damage the relationships with the very people they count on to get work carried out (Jirjahn & Poutsma 2013). Staff members feel that their managers are not effective at training them on how to develop their skills and they also feel that managers are not skilled at discussing their performance. Many whine that PMSs are too time consuming, bureaucratic and cumbersome for the value added (Tolan 2011). This makes staff members and managers to treat performance management as a necessary evil of work life which needs to be reduced instead of treating it as a vital process which can accomplish important organizational and individual outcomes. Despite the difficulties, performance management is a vital tool for high-performing companies and is in fact a very important responsibility of a manager. Moreover, if it is performed rightly, performance management could lead to many significant outcomes for a company, its staff members, and managers (Kumari & Malhotra 2012).
Important techniques and concepts to be applied
Importance of performance management: the management of staff members in an organization is a crucial factor in ensuring a company’s success. A performance management system that is well-designed would result in significant outcomes for the company in terms of satisfaction of employees and attainment of organizational objectives and strategies. A continuous and ongoing process of measuring and assessing performance of staff members is necessary as a starting point for bringing about improvements in productivity and bringing the goals of employees into line with the company’s strategic goals (Tolan 2011).
Integration of performance management with other HR activities: staff members are an organization’s most significant asset and each of the other HR activities and functions are dependent upon performance management for the information and data on which to base decisions and the procedures and incentives needed to carry out improvement strategies. Performance management is an important link between HR management functions and organizational competitiveness (Jirjahn & Poutsma 2013). The performance management process: this concept includes all the steps undertaken to implement a performance management system. The steps are laying the foundations, performance planning, performance implementation, performance appraisal, as well as performance review, renewal, and recontracting.
Relationship of performance management to strategic planning: it is of major importance to link the PMS to the strategic plan of the company as this would ensure that the company’s strategy is followed at all levels of the company. Defining and measuring performance: this concept includes understanding performance, approaches to performance management, measuring outcomes, and measuring behaviour (Pulakos 2010). Designing and implementing a PMS: this concept includes the content and structure of performance appraisal forms, the process of appraisal, preparing to implement, training the raters, as well as testing, monitoring and evaluating the systems.
References
Bhave, DP., & Brutus, S 2011 A macro perspective to micro issues. Industrial and organizational psychology, 4(2): 165-168
Jirjahn, U, & Poutsma, E 2013, ‘The Use of Performance Appraisal Systems: Evidence from Dutch Establishment Data’, Industrial Relations, 52, 4, pp. 801-828, Business Source Complete, EBSCOhost, viewed 26 June 2015.
Kumari, N, & Malhotra, R 2012, ‘Effective Performance Management System For Enhancing Growth’, Global Management Journal, 4, 1/2, pp. 77-85, Business Source Complete, EBSCOhost, viewed 26 June 2015.
Pulakos, ED 2010 Performance management: A roadmap for developing, implementing and evaluating performance management systems. Society for Human Resource Management.
Tolan, M 2011, ‘Developing Performance Appraisal Systems for Academicians’, Proceedings Of The Northeast Business & Economics Association, pp. 474-477, Business Source Complete, EBSCOhost, viewed 26 June 2015.
Wal-Mart Stores, Inc 2014, Wal-Mart Stores, Inc. Marketline Company Profile, pp. 1-41, Business Source Complete, EBSCOhost, viewed 26 June 2015.
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