Managing Organizational Change: GROW Model and Employee Issues
This paper examines strategies for managing organizational change and improving employee productivity in a globalized business environment. Using the GROW problem-solving model — Goals, Reality, Obstacles/Options, and Way Forward — the paper identifies key employee-related challenges, particularly in communication and compensation. It analyzes potential solutions, outlines an implementation strategy, and discusses measurement techniques such as periodic employee surveys. The paper uses Google's employee benefits model as a practical example of how addressing employee needs can raise productivity. Ultimately, it argues that organizations must move beyond outdated policies and adopt flexible, employee-centered strategies to remain competitive.
- Introduction and the Problem of Employee Performance: Globalization drives need for updated employee policies
- Using the GROW Problem-Solving Model: GROW model framework applied to organizational challenges
- Potential Solutions to Employee Challenges: Communication and compensation as key solution areas
- Creating an Implementation Strategy: Steps to implement employee-centered policy changes
- Measuring Success: Surveys and data analysis track improvement outcomes
- Conclusion: GROW model synthesized into final productivity recommendations
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What makes this paper effective
- Consistently applies a single analytical framework (the GROW model) across multiple workplace problems, giving the argument coherent structure and practical utility.
- Uses concrete evidence, such as a Watson Wyatt survey showing 57% of workers view performance evaluations as unfair, to ground abstract management concepts in measurable data.
- Incorporates a real-world company example (Google's employee benefits program) to illustrate how the proposed strategies translate into practice.
Key academic technique demonstrated
The paper demonstrates applied framework analysis — taking an established problem-solving model (GROW) and systematically applying it to two distinct organizational challenges (communication and compensation). Each application follows the same logical sequence: goal identification, honest assessment of current state, obstacle identification, and action planning. This technique shows how a single analytical lens can unify diverse workplace problems under one coherent management approach.
Structure breakdown
The paper opens with a broad argument about globalization and workplace change, then introduces the GROW model as the primary analytical tool. Two central sections apply the model to communication and compensation challenges respectively. A dedicated implementation section translates theory into action steps, followed by a measurement section focused on employee surveys and managerial evaluation. The conclusion synthesizes all components and reinforces the paper's central recommendation.
Introduction and the Problem of Employee Performance
Globalization is changing the workplace at an incredible pace. Because competition is more severe, employers must ensure that productivity levels remain high. Achieving this objective requires that all employers address the concerns of their employees; otherwise, they could face high employee turnover and low productivity. The most successful organizations understand these realities and incorporate addressing employee issues as a core part of their organizational philosophy.
Over the last several years, the issue of employee performance and productivity has been continually brought to the forefront. Globalization is changing the workplace dramatically, requiring companies to employ highly skilled workers in order to maintain their competitive edge. As a result, strategies that were effective twenty years ago have become relics of the past. For any employer to remain competitive today requires innovative strategies in establishing effective policies and procedures, fair pay and rewards systems, and sound promotion and disciplinary procedures. Without these, a business faces challenges that will greatly affect productivity.
An example of this disconnect can be seen in a study conducted by the consulting firm Watson Wyatt. After sampling 2,044 workers, the firm determined that nearly 57% believed any kind of performance evaluation was rated unfairly — despite the fact that nearly 60% said they understood how the performance system worked when they arrived (Landa, 1999). This reveals an underlying trend in which managers have become so disconnected from their employees that workers perceive the workplace as unfair. The procedures used for everything from employee evaluation to compensation are often built on ideas that are no longer relevant.
In order for any organization to remain competitive, it must thoroughly understand how employee-related issues need to be addressed both now and in the future. Doing so requires identifying the problem using the GROW problem-solving model, carefully examining possible solutions, implementing a strategy, and determining whether that strategy has been successful. Together, these elements show employers how they can improve their employee policies and procedures to maintain high levels of productivity.
Bibliography
Bower, T. (2003, June 18). Turning around a problem employee. Retrieved March 21, 2010, from Tech Republic website: http://articles.techrepublic.com.com/5100-10878_11-5035052.html
Clinch, G. (1991). Employee compensation and firms' research and development activities. Journal of Accounting Research, 29(1), 59–78.
Common workplace problems and solutions. (2010). Retrieved March 21, 2010, from Work Expert website: http://workexpert.co.cc/commonworkplaceproblems/
Gerhart, B. (1995). Employee compensation: Theory, practice and evidence. Cornell University.
Green, P. (2005). Business system analysis. Idea Group Publishing.
Landa, M. (1999). A contrary look at employee performance appraisal. Retrieved March 21, 2010, from All Business website:
Stross, R. (2009). Planet Google. Free Press.
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