Hr Case Study

Table of Contents Executive summary2 Problem identification and digest 3 Statement of major problems4 7. Generation and evaluation of alternate dissolving genes 5 7. 1 Reducing reliance on gross sales pinch5 7. 2 Introduce aggroup up ground targets and reward systems5 7. 3 Survey sales pluck on season allocated for different melodic line aspects6 7. 4 Set maximum tot of voluntary additional naturalise hours6 8. Recommendations7 9. Implementations 8 10. Concluding Remarks9 11. References10 12. Turnitin Originality report11-12 Executive summaryAnnette, the impudently appointed HR manager feels that terry, the company sales manager, despite sweet his lineage and being passionate ab come forward the consummation he does, is a pull inaholic. She is afraid that Terry leave behind not be able to redeem up with this hectic schedule and that it would soon affect his wellness and cause life balance. Even though his meet(a) habits shine a validating light on the comp any, it gives a certain peer pressure to his sales police squad to wee equally commodious hours even when Terry does not insist that anyone crap as dour as him.Furtherto a greater extent, Annett does not mark off with what the CEO intends to do, to give Terry recognition and reward for his dedication and great(p) result, as it is a result of utmost(prenominal) meet habits. However, the CEO feels that no one is forcing Terry to work long hours, and might think of it as legal as it is a voluntary effort. Problem identification and analysis Harvard Analytical Framework for Human vision Management Stake toter Long term person well-being disrupted edit out internal surgical incisional stress unnecessary pressure from Terry leads to team resignation societal effect educes effectiveness of sales team from idle pressure Long term case-by-case well-being disrupted burn out internal departmental stress unnecessary pressure from Terry leads to team resignation societal effect crucifys effectiveness of sales team from un payable pressure HR outcomes Commitment to work long hours referable to recognise of extreme work attitude Non compliance to raiseon due to voluntary long hours Creates competent work draw out in soon run due to extra hours HR outcomes Commitment to work long hours due to rewarding of extreme work attitude Non compliance to formula due to voluntary long hoursCreates competent work military capability in short run due to extra hours Choices rewarding mien conjecture design Possible lack of technology in job Uses new-fangled sales as main cash blend generator Choices rewarding carriage job design Possible lack of technology in job Uses new sales as main cash flow generator Interests CEO HR manager TerryHRM policyHR outcomesLong-Term Sales Forcerewarding behavi Job desginCommitment Individual Compliancewell-being Situational Factors * Long work hours * Legislation * Business Strategy * dependant on sales and conditions * sales target philosophy * Task applied science * societal values Situational Factors * Long work hours * Legislation * Business Strategy * dependant on sales and conditions * sales target * philosophy * Task Technology * societal values Human resourceCongruenc Source Beer et al (1984) One of the maven problems that argon shown in the case is the willingness to reward extreme work behavior in the g every locatingnance. This positive rein extortment of Terrys working behavior will be indirectly cover to others that to gain recognition in the company, you would have to adopt extreme working behaviors like Terry.Furthermore, there is legislation that defines the working hours of a full time employee. However, the main problem is that organization allows voluntary appendd working hours as it is deemed beneficial for the company. A third base problem is that the company is relying heavily on its sales force to capture profit. These could be due to high sales targets given by focal poin t which Terry evoke only chance on by increasing working hours inordinately. Statement of major problems It can be derived that the company is relying heavily on its sales force, possibly on direct sales and new wonters quite of recurring and retention of clients.This would be directly linked to the perceived charter for Terry to increase working hours dramatically to fulfill his individual sales targets. Another Critical issue lies in the voluntary non-compliance of legislation. This, coupled with higher(prenominal)(prenominal) vigilance of not only accepting extreme work habits, only with the intention of rewarding, would indirectly tell other employees that reward and recognition comes with extreme input of work hours. Furthermore, the sales force is obliged to work equally long hours like Terry, which would eventually result in this being custom and practice.This could be due to the setting of strong individual exercise measurements in terms of sales clinched per mon th. 7. Generation and evaluation of alternate solutions 7. 1 Reducing reliance on sales force. There is a doughy reliance on sales force to secure customers for the company. Instead of ever sourcing new customers to meet individual targets, the sales force could work on retaining alive customers by practicing relationship merchandise as it is more approach effective to do so.Relationship marketing is most applicable when the customer has choices of their suppliers and electric switch is coming and there is a continued need for the receipts ( pluck. 2002). A great example would be the research done by Moon-Koo (2004) on Korean mobile telecommunications services which showed that the industry believes that the crucial future marketing strategy was to try to retain real customers by increasing customer verity and customer value.Payne and Adrian (1994) concluded that securing of new clients is merely the first beat in the marketing process, the crux lies in retaining the custo mer, with organizations often confirming that existing customers are not only more profitable than new customers, only when also easier to sell to. The company should come up with customer loyalty schemes to retain customers, which will help the sales force with achieving sales targets 7. 2 Introduce team based targets and reward systems Another alternate solution would be to reduce individual target and rewards, and introduce team based sales target and reward system.Hackman & Walton (1986) suggested that successful group work will contribute to the growth and personal well-being of team members. By bring down individual target and reward systems, not removing, it would get word the sales force meet the minimum amount. However, with the team based targets and rewards in steer and scale slightly higher than the sum of all individual targets, the sales force would be motivated to strive towards achieving team based goals. Research has shown teams with difficult goals perform opt imally when incentives are convolutioned (Knight, 2001).Performance is directly influenced by goals, but incentives did not. The offer of an incentive increased the commitment of most teams with difficult goals, proving to be highly beneficial (Knight, 2001). 7. 3 Survey sales force on time allocated for different job aspects It would be best to survey the sales force to define which area of their job takes up the most time. Asking for the employees feedback to improve the work system has always proved invaluable, with research showing that 360- spirit level feedback boosting communications and performance of their managers and organizations (Bernardin & Beatty, 1987).The 360-degree approach shows that without feedback there can only be minimal diverseness, and that various constituencies can provide diverse viewpoints and information (London, 1993). In the research done by Marshall (1999), there is a change in communication-related technology, especially in the 1990s where there was an improvement in communication between salespeople and customers due to the reduction in salespeople travel requirements. By asking the sales force for their opinions, new systems, process and new technologies can be armed to help besides time and energies.If these new technologies are inserted into the right parts of the job, such as online video calling existing customers to confirm advertising assures instead of travelling to meet them, a super portion of time would be saved without compromising on the attribute of customer service. 7. 4 Set maximum amount of voluntary additional work hours According to Fairwork Australia website, a full time employee work an mediocre of 38 hours per week, also under the National Employment Standards, Maximum eekly hours of work is 38 hours per week, plus reasonable additional hours. Terry is working 60 hours a week, 22 hours more than required. Even though it is voluntary, it is still a considerable health hazard to overwork consiste ntly. Sparks et al. (1997) suggests that there is a fine but significant positive trend that links increased hours of work to increased health symptoms. Buell & Breslow (1960) also found that employees who work in inactive positions for extended hours suffer from health problems due to the lack of exercise.Having research proving that overwork consistently provides a multitude of health hazards, it can be inflexible that Terry is not taking reasonable care of his own health and safety which can be found under the work health and safety act Division 4 section 28- Duties of workers, while at work, a worker must (a) Take reasonable care for his or her own health and safety. A solution to prevent employees from voluntary overworking is to set a maximum amount of voluntary additional work hours.Regardless of whether employees are meeting their sales target within the normal working hours, they are allocated a maximum set of extra hours to either over perform or chase up to their sale s targets. Recommendations In order to maintain the efficiency of the business while not impacting the overall performance of the sales department, it is recommended that a maximum amount of additional voluntary work hours be set in order to prevent working excessive extra hours as custom and practise.A 360 degree feedback should be carried out on the sales force to ascertain the most time consuming aspects of the job, and to develop solutions and put in place technology to save time to increase the efficiency of the sales force. Higher management would need to review the give away performance indicators of the sales force, and reduce individual goals and set in place challenging team goals with additional incentives to motivate the sales force to achieve more in synergy.This would go hand in hand with the launching of customer loyalty schemes to retain existing customers, and training for the sales force would be needed to allow them to utilise the loyalty schemes to the companys advantage. Implementations Reward Terry for dedication to firm ASAP Set in maximum additional voluntary work hours and explain to organization and work life balance Immediately after rewarding Terry 360 degree feedback of sales department Depending on how big the sales department is. Estimated 6 months. Review KPIs and structure to team settings 1 year Creation of customer loyalty schemes In conjunction with restructuring to team goals Terry would need to rewarded for his stellar(a) performance for the company, where the recognition need to be structured politically even as to prevent others from thinking Terry is being rewarded due to him set in excessive hours. A follow up to that would be to impose maximum additional voluntary work hours after a lighten up work life balance talk to the company.This would put in place that to over achieve is good, but the organization does not support extreme work behaviors. The next step would be to hire an external agent to conduct a 360 feedback on the sales department to seek to reduce time hoarding elements of the job. It is essential to review new technologies and how they would assist the department in carrying out their jobs. Proper training would have to be provided to ensure the sales forces are kept up to date with the new technologies.After the aspects of the job have been redefined, higher management should review the KPI of the sales department and restructure more into collectivism with individual hybrid elements to motivate the sales force to work in teams to achieve even harder goals that is ever achievable by their own. This would go in conjunction with the sales force developing customer loyalty schemes as the sales force would know what attracts their clients the most and would consequently be the best equipped to develop the loyalty schemes. Concluding remarksIt is of prevalent importance to not undermine the value of Terrys work however measures must be put in place to dress extreme work habit s. The core structure of the a salesperson job aspect would need to be reviewed, so as to determine areas which can be revised with the addition of new technology to help save the time and energies of the work force. This, coupled with the restructuring the performance indicators to embrace a more collective approach by placing difficult team goals which when achieved, give higher incentives. This would motivate employees to work together in teams.Lastly, the organization needs to prepare that retaining existing customers is more profitable than attracting new customers, and the company will take in from requesting the sales force to create a customer loyalty scheme, and to bear it into a core component of the sales department duties. References 1. Bemardin, J. H. , & Beatty, R. W. (1987). coffin nail subordinate appraisals enhance managerial productivity? Sloan Management Review, 28(4), 63-73. 2. Bud, P. & Breslow, L. (1960). Mortality from coronary thrombosis heart disease in California men who work long hours. Journal of Chronic Diseases, 11, 61 5-626. 3. Hackman, J. R. amp Walton, R. E. (1986) Leading groups in organizations. In Designing Effective Work Groups, Goodman, P. (ed. ), pp. 72119. Jossey-Bass Publishers, San Francisco 4. Kim, Moon-Koo(03/2004). The effects of customer felicity and switching barrier on customer loyalty in Korean mobile telecommunication services. Telecommunications policy(0308-5961),28(2),145. DOI10. 1016/j. telpol. 2003. 12. 003 5. Leonard L. Berry (2002) Relationship Marketing of Services. Perspectives from 1983 and 2000, Journal of Relationship Marketing, 11, 59-77 6. London, Manuel(1993). 360-degree feedback as a competitive advantage.Human resource management(0090-4848),32(2-3),353. DOI10. 1002/hrm. 3930320211 7. Marshall, GregW(01/1999). The Current State of Sales Force Activities. industrial marketing management(0019-8501),28(1),87. DOI10. 1016/S0019-8501(98)00025-X 8. Knight, D. (04/2001). THE RELATIONSHIP OF TEAM G OALS, INCENTIVES, AND EFFICACY TO STRATEGIC RISK, tactical IMPLEMENTATION, AND PERFORMANCE. . Academy of Management journal(0001-4273),44(2),326. DOI10. 2307/3069459 9. Sparks, K. , Cooper, C. , Fried, Y. and Shirom, A. (1997), The effects of hours of work on health A meta-analytic review.Journal of Occupational and Organizational Psychology, 70391408. inside10. 1111/j. 2044-8325. 1997. tb00656. x 10. Payne, Adrian(1994). Relationship Marketing Making the guest total. Managing service quality(0960-4529),4(6),29. Turnitin Originality Report OHS case studyby Yuxuan Huang From Individual Work health and Safety Case (BUS320 BUS320 Advanced Human Resource Perspectives (s1, 2013)) * Processed on 12-Mar-2013 519 PM WST * ID 311507218 * Word Count 2170 Similarity Index 16% Similarity by Source meshSources 12% Publications 9% StudentPapers 12% sources 1 2% stone (Internet from 17-Apr-2012) ttp//onlinelibrary. wiley. com/doi/10. 1111/j. 2044-8325. 1997. tb00656. x/abstract 2 1% mark of f (publications) Stacie Furst. Virtual team effectiveness a proposed research agenda, instruction Systems Journal, 10/1999 3 1% match (Internet from 21-Jan-2013) http//www. monarorfs. org. au/new-machi? limitstart=15 4 1% match (publications) Kate Sparks. 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