The work with benefits, compensation, payroll and other HR functions may be viewed as unnecessary as many functions can be contracted to outside companies. In my experience there is some truth to the claim that there is a lack of leadership opportunities in human resources departments. It is not enough to be a strategic partner; you must be a leader as well and be able to impact the organization’s direction. Human capital is important and quality staff members can make or break a company. HR can have an impact but only if the opinions and recommendations are given merit.
The “us against them” mentality of the bureaucratic structure fostered employee resentment that ruined the core of the company. The employees were working for a paycheck, not for a purpose. The company lacked a clear vision for what was expected of the people that worked there. They also lacked a leadership structure that empowered the work force to feel like they were contributing to the success (or failure) of the organization. If leaders are meant to lead by example we can make some
2. Set Unclear Expectations – “High rate of absenteeism and voluntary turnover was at an all time high and existed across all departments. In addition, promotion and/or salary increase was not systematic or standardized.” Employees at Cedar Tech don’t have clear cut rules or guidelines that help them determine how to properly succeed in the organization, thus getting frustrated and creating unmotivated workers who do not believe in Cedar Tech or its goals. 3. Possess poor people skills - “Department managers acknowledged that they were busy reacting to problems and customer issues, allowing them little time to coordinate and listen to their employees.” By not giving their employees adequate time to express their opinions and concerns they are fostering a negative environment and creating
Kevin Warren 10/11/2012 T( Traits of a good employee) A( Mrs. Kern’s Eng 3 class) P( To Inform) Traits Of A Good Employee The term “good employee” has different meanings to different people. Society teaches the general public that in order to succeed it must become a “good employee”. Employers today recognize that valuable employees are quickly becoming rare. Most employers are unaware of the kind of workers they have hired until it is too late. Hiring the wrong person or an unqualified person can result in numerous setbacks for most companies, mostly financial.
The pressure placed on them also makes them place intense pressure on the hourly employees, which results in low morale (hourly employees feel like the foremen don’t listen to them, are too harsh, etc.). • The plant is open 24/7 and uses 12 hour shifts, which is problematic. Due to the “strenuous nature of the long shifts”, employees show up late and call in sick often so line foremen constantly have to scramble to find substitutes at the last minute. • If they allow production to drop as a result of these problems, they get to be verbally reprimanded by their managers. Is it any wonder why turnover is a problem?
Other problems include the company having a lackadaisical business strategy, internal conflicts among upper management, an information technology department that has not been well run and is frequently criticized by peer executives, and a lack of integrated business objectives that do not align with information technology objectives, the inability to prioritize projects due to unclear business objectives. This has resulted in project failure, a bad company reputation, loss of market share, and stock price tumbling. Carlisle believes that IZL Corporation is salvageable, but needs to upper management to do this. In this paper, the problem, recommended and alternative solutions, as well as implementation strategies are discussed. Key Issues The key issues for Jack Carlisle, according to Robert Austin, are recorded in the informally published manuscript, Jack Carlisle, CIO.
As time progressed customers lost that level of commitment to the stores. That loyalty that they felt was no longer present. The CEO felt that this diminished level of emotional connection to kinkos was because their services were not differentiated. They offered nothing that other stores did not. (case) Despite all the measures that kinko’s executive learn led by CEO and president Gary kusin had taken to cut cost and place the company in a position of sustained profits, revenue generation seemed to have been elusive ideal.
His personality and management style generated some friction with other leaders in the organization due to the pace with which changes were implemented in the company. Increased competition from other financial firms imitating IZL’s success depleted profit margins and lowered revenue growth. For past couple of years, the company has seen its value decrease by fifty percent and it has lost competitive advantage to other firms. Lack of good business strategy and management style of the CEO further led to internal turmoil and bad decision making. This eventually resulted in sudden replacement of CEO Chuck Hansen.
The distancing they feel derives many to leave their jobs, seeks other advantages, reclassification in other fields, or eventually resign present job. Factors Causing Burnout In our fast pace society human service workers are under constant pressure to achieve higher goals. Conglomerates expect strategies for these goals to be faster, smarter, and inexpensive regardless of the costs. These costs are not necessarily directly relative to monetary values, but the physical and psychological welfare of the staff that strive desperately to achieve such ambitions (Mozdzierz, Huber, O’Connell, & Mosak, 1984). Employees who are a part of huge companies find incapability to deal with stress, which has its most hazardous significance in the line of their work.
The researcher shows how outsourcing impacts workers in a negative manner, goes against the moral and ethical standards inherent in business and proves that outsourcing will ultimately result in dissatisfaction for corporations in the long term. From an ethical view, outsourcing is wrong and has pessimistic results on both employees and corporations in the long run. Corporations that bolt to outsource job task realize little returns on investments and profit savings in the long term. The surge to outsource has left companies with little worth and no tangible assets in the production or delivery of products. Among the people most affected by outsourcing in recent years are white collar workers, whose resumes are now overwhelming the job market as enthusiastic job seekers attempts to find jobs that will pay them a fraction of what they were earning while working in corporate America (Shaw, 2004).