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Suppose you are an HR professional who convinced your company's management to conduct a survey of employee satisfaction. Your budget was limited and you could not afford a test that went into great detail. Rather, you investigated overall job satisfaction and learned that it is low, especially among employees in three departments. You know that management is concerned about spending a lot for HR programs because sales are in a slump, but you want to address the issue of low job satisfaction. Suggest some ways you might begin to make a difference, even with a small budget. How will you convince management to try your ideas?
Some solutions might cost no money at all -- for example, reorganizing more effective work teams to create a better sense of corporate unity can increase job satisfaction. Job satisfaction is not necessarily directly linked to pay, but often to a better work environment and a greater sense of control and ability to provide creative input into the business' standard operating procedures and future activities.
4. Imagine that you manage human resources for a small business. You have recently prepared a report on the market rate of pay for salespeople and the company's owner says the market rate is too high. The company cannot afford this level of pay and furthermore, paying that much would cause salespeople to earn...
Suggest three possible measures the company might take to help resolve this conflict.
Sales people are the face of the company -- paying for quality salespersons is like 'paying' for good advertising.
Giving salespeople greater input into how they can structure their pitches, their choice of territory, flexible hours, and creative control, might make some of them willing to accept slightly less money.
Offering higher commissions and lower salaries might attract highly competitive talent.
Consider the job of a customer service representative who fields telephone calls from customers of a retailer that sells online and through catalogs.
A a.
What measures can an employer take to design this job to make it efficient?
Conducting quality control electronic monitoring of calls, counting the number of customers served to meet a specific benchmark, and including follow-up surveys to customers to ask them about the quality of service are all possible ways to increase efficiency.
What might be some drawbacks or challenges of designing this job for efficiency?
Efficiency measures based in numbers of customers served alone can translate into brusqueness, a poor corporate image, and ultimately consumer dissatisfaction.
Supervisors as Facilitators of Reflection: Supervision plays an important role in supporting the professional capability and integrity of an executive coach because it helps in stirring the quality and safety of the client's coaching. For many organizations, investment in professional supervision is a reflection of a clear dedication to quality and ongoing development ("Supervision for You," n.d.). Generally, supervision contributes to better coaching since it provides benefits for executive coaches with
This is unlikely to occur as it is the employees themselves who are most familiar with the changes as they are the ones being directly impacted. Supervisors may be find it difficult to keep abreast of the continual changes so their coaching method is likely to reap lesser benefits than usual. Thus it can be assumed that performance will not as improved through coaching in times of process upgrades. Ethical
Group Dynamics Discuss the functions of formal and informal groups. How does each contribute to the organization? with examples Formal groups are organizations that have a fixed set of rules, structure and have procedures that leave little room for interpretation, and must be followed. As well, they have status symbol, limit activities of individuals in the group, set objectives and policies and coordination between people. They have rules that are readily observable
Supervisor Training Memo Re: High Turnover Rate From: Human Resource Manager, DIY Supermarket Managing Director, DIY Supermarket Recently I surveyed our cashiers and clerks and found upsetting results. We have a very low morale with our shop-floor workers. Our staff is 80% part-time older women. These women do not like the way the shop floor supervisors treat them or are being "pushed around." Most of DIY shop floor supervisors are young full-time men who
SUPERVISORS POLICY & PROCEDURES MANUAL Supervisors Policy and Procedures Manual Phase I Identifying Policy Needs, Overview of Expectations for Supervisors Facilitating the existence of adequate healthcare staff for the hospital demands the creation of an organization wide policy. For this effort to commence, a workforce summit can be held with representatives from across all departments. There are seven major action areas where policy makers must focus. While demonstrating how the action areas can
Group Behavoirs in Companies Group Behaviors in Companies There are so many different companies that have embraced executive coaching and mentoring as their principal way to support development creativities in hospital settings. However in today's corporate world these do not talk to the real-world, group dynamics that managers have to deal with. Behavior within a group in a hospital setting can be manipulated by group dynamics, interactions, group cohesiveness, the work environment,