Riordan Manufacturing faced several issues but none that are uncommon in any growing organization going through a transitional period. By simply looking at companies such these General Motors and Wal-mart, Royal Bank of Scotland and Goodyear, Hudson Highland Group (Hudson Employee Index) and BearingPoint, Inc., American Express and AT&T, and lastly Home Depot and K.B. Toys; it is apparent that employee motivation can cause a sleuth of issues. Any organization hosting employees with decreased satisfaction will likely express no interest in their position with an organization. Therefore, it is really essential for organizations to provide quality benefits, reward systems and interpersonal intelligence. This paper will explore how a lack of employee motivation and inadequate benefits, reward systems and interpersonal intelligence can hinder the progression of an organization.
[...] health care trust, but it wants to pay significantly less than the full amount to the trust to absolve itself of the obligation (Merx, 2007). However, General Motors negotiations would need to agree on the amount of the liability; how long the automaker would have to pay into the trust; what combination of assets General Motors can use, and what, if any, future guarantees the parties would agree to in the event health care costs increase faster than expected pr the nation adopts a universal heath care system (Merx, 2007). [...]
[...] Under the criterion/theme, “Evaluate compensation and motivation practices as they relate to organizational strategy,” I have chosen the topic of “Wage and Price Controls.” Riordan Manufacturing is having difficulties with pay rates of their employees. Feeling that some employees are underpaid. K. B. Toys had a law suit brought against them for salaried managers not being paid for their over-time and extra hours worked (McInerney & McInerney, 2005). The company believed by paying their salaried employees a set pay rate they would not have to pay them for over-time. [...]
[...] Under the criterion/theme, “Create a career development planning model that incorporates attention to key development success factors,” I have chosen the topic of “Pay-for-Performance Plans.” The issue identified in the Riordan Manufacturing scenario is in regards to specific pay rates for jobs, job incentives, and base pay rate increases. Home Depot does merit pay increases regularly every year, ever six months they do a review to ensure the employees know how they are doing. merit pay system links increases in base pay (called merit increases) to how highly employees are rated on a subjective performance evaluation.” (Milkovitch & Newman, Ch.11, 2001), Riordan Manufacturing and attempt taking this on with their employees. [...]
[...] Toys is having issues maintaining employee motivation and financials, with the lack of ability in motivating their employees. American Express seems to use a mixture but is mostly using emotional motivation implementing employee surveys, room for growth within the company, and the ability to retain key employees. This is much like Royal Bank of Scotland, and Home Depot who have positive employee retention. AT&T has issues with the fragmented IT, communications, billing and customer care operations, thus having to create a plan to integrate and merge the systems. [...]
[...] BearingPoint, Inc. BearingPoint, Inc. is a global management and technology organization whose core competency is in providing strategic consultation services, solutions in the latest technology, assistance with application services and additionally they assist with government organizations in management functions. Their goal is to assistance clients by increasing their revenue and monitoring spending, providing them with business intelligence in technology and managing the organization compliance with regulations and procedures in the industry. Through the years, the organization has experienced a few issues relating to discrepancies in their accounting department, investigation in the government sector, and lack of focus in directing management. [...]
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