The issues identify with recessionary patterns in the mold business as well as particularly to the inspiration levels of the workforce at R&R, particularly the business partners. The fundamental issue is that the organization's administration, in its quest for client benefit greatness, appears to have overlooked the worries of its inside clients and partners; that is its representatives. It is clear that the business partners are not completely roused every day at their work, rather than what was seen in the years preceding 2007-2008.
1- What is the cause of the problems described in the case? How serious are these problems? How would you quantify the potential financial risk to R&R?
2- Are R&R employees pressured inappropriate by the sales-per-hour system, by management, by their peers?
3- How effective is the memo reproduced as Case Exhibit #4 in clarifying the distinction between "sell" and "nonsell" time?
4- How would you redesign compensation and performance appraisal systems at R&R? Consider whether SPH is an effective measure of customer satisfaction and how well R&R's HR policies are fully aligned with its business strategy.
5- Recommend 2-3 strategies for improving motivation, based on the reading thus far in this course (Pink and others) and your own research and reflection. Support your strategies with properly cited sources. Your submission should follow APA guidelines for format and citation of sources.