Riordan management is making a conscious effort to address the growing dissatisfaction.
Paul Davis (2008) lists the three tenets of staff retention that exist across all business
1) People dont resign from organizations: they resign from bosses
2) People expect to be treated as people, not company property
3) People value values being valued (para. 13).
Managers must design human resource systems that promote the proper behavioral/role requirements for employees while taking into account factors affecting the firm (Dreher & Dougherty, 2001).
This paper will apply the University of Phoenixs Nine-Step Problem-Solving model to the Riordan Manufacturing scenario.
Issue and Opportunity Identification
Sirota, Mischkind and Meltzer (2006) said it best companies dont have to motivate their employees. They need to stop demotivating them (para. 1). Riordan Manufacturing is faced with issues as they prepare to revamp their business. Employee turnover has increased and the remaining employees are not happy with what Riordan has to offer. However, these issues have the opportunity to motivate employees and get Riordans business back on track.
The first issue identified in Table 1 is training and employee development. Grievance results reflect that 20.9% of employees think training is inadequate. Investing in an employees continuing education demonstrates that the company values its people and wants them to grow (Levine, 2008). The Riordan policy and procedure shows that minimal mandatory training is required. Further training is conducted only on an as needed basis at a site. Membership in professional organizations is only paid for engineers. The company has the opportunity to improve training. Internally, each employee needs a training curriculum. This document gives the employee a list of training requirements and shows what has and ha View More »