Approach, Managing Human Resources, management approach
The symptoms of ineffective management of human resources translate to overall under performance of staff, owing to their declining contribution. This scenario manifests itself through trends such as excessive absenteeism, the unsatisfactory output of staff members, demotivation, which finally lead to declining performance levels of the entire workplace unit. In view of that, the case in the above branch highlights signs of ineffective workplace management and in particular poor approaches of managing human resources. Examination of the situation reveals the presence of uncontrolled environment where standards erected to ensure a smooth learning of the store are not complied with and the branch utilizes hands-off management approach.
Over the four months, the gradual change of the performance levels measured through sales levels, suggest a declining contribution reflected in the sales figures lagging behind all other branches. This implies that the responsibility of attending to staff affairs is neglected leading to a breeding ground for other challenges to emerge. The immediate consequences of the poorly managed workplace are several sub-problems emerging that include failure to enforce workplace standards, demotivated staff members, ineffective supervision, and neglect of duties.
[...] In addition, the practices of controlling and organizing emerge from the context description of the branch case. Typically, controlling involves erecting mechanisms that define the relationship between human resources with other departments and ensure effective attainment of goals and objectives (Deb, 2006). These mechanisms seek to check on the excessive behavior of human beings, especially when they lack self-management principles. Control of staff conducts aims to eliminate the diversion of office resources to satisfy their personal needs, mandating the store manager to control the telephone use. [...]
[...] Consequently, failed organizing is a partial contributor to lagging branch sales. The Possible Solutions to the Problems Identified Firstly, reviewing set controls and standards is essential to derive clarity for all parties including roles of the store manager and expectations of the branch from the staff members. This will involve informing the store manager of the authority of taking appropriate action when the set standards on telephone use are unmet. Similarly, addressing the concerns raised by the employees including providing training and performance appraisals will trigger a perception of being valued amongst the staff. [...]
[...] Further, planning stage enables the human resource manager to determine what tools and who will be the supervisory officers, in check of other staff members. This arises in the case of the staff manager who is responsible for ensuring the staff members make telephone calls for branch-related tasks rather than to further their personal interests. However, the store manager, who in this case neglected this duty leading to its misuse and hence a double telephone bill. Secondly, training and developing human resources involves all aspects related to educating and teaching employees basic skills for them to undertake certain tasks. [...]
[...] In view of that, the case in the above branch highlights signs of ineffective workplace management and in particular poor approaches of managing human resources. Examination of the situation reveals the presence of uncontrolled environment where standards erected to ensure a smooth learning of the store are not complied with and the branch utilizes hands-off management approach. Over the four months, the gradual change of the performance levels measured through sales levels, suggest a declining contribution reflected in the sales figures lagging behind all other branches. [...]
[...] Although the declining branch sales are partly contributed by excessive absenteeism of staff members, lack of training and development may have subjected the branch to declining sales. Thirdly, the practice of motivating employees comes into play in the above case. Motivating seeks to improve employee performance under the principle asserting that if staff are managed effectively though recognition, rewards, positive feedback and praise, they are inspired to give their best voluntarily without the need for control through rules and sanctions (Poudel, 2013). However, symptoms of demotivated staff members include underperformance, excessive rates of absenteeism and wasteful attitude towards the organization's resources. [...]
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