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.
Human Resources Management The target SPH was based on each employee hourly wage and department, thus, each employee had different targets. However, according to Management by Objectives (MBO) programs. but at the same time they must provide all the customer service that R&R demand. So during the period that associates are doing customer service, they are accumulating more hours and none sale to their SPH.This could lead to a quicker and worst customer service in return to more sales. Another problem in this connection was the empowerment that store managers had for reallocate and schedule the time periods for each sales associate,%% which gave no power or flexibility to the sales associates. In order to maximize this link, the company should provide feedback to its employees. Store managers would monthly provide a publicly review of the sales associates' SPH performance versus its target. Under these circumstances R&R did provide feedback but in our opinion not in the best way, because it should be provided individually and not publicly. The second connection is results-to-evaluation, where the company should provide a clear definition of the job and the relevant results that would be evaluated. This is exactly what did not occurred in R&R, in which employees complained for not having a straight distinction between "selling time" and "non-selling time", to calculate the SPH. We can also refer that the SPH targets could not be under the control of the employees because it was the store managers who chose the work schedule of sales associates. Therefore a sales associate who works on peak hours will probably sell more than one who works on off-peak hours. This could lead to the problem of self-fulfillment prophecy, i.e. if a store manager believes that one associate is good he will put him working on peak hours and consequently this employee will sell really well and be considered an excellent associate. The third connection is evaluation-tooutcome, which in this case study analysis was constant over time in result of the fact that R&R used always the SPH. The last connection is outcome-to-need satisfaction, in which we can enhance the fact that sometimes the outcome was not consistent with an employee current need state.
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.