In theory, there are many techniques to promote confidence amongst staff members. Initially, Peter should explain to his team members that it is not just success that is required in the organisation but the very fact on winning; this would largely not only result in enhanced staff behaviour but it will also result in staff working together in a team as they would be in a high spirit/mood; when people are in high spirits they’re attracted to one another.An example of difference between success and winning could be that success could be achieving a high level of turnover for a company whereas winning could be construed as wining a prestigious award or significantly improve the market share of the business.
Although the two are interlinked, but if the staff members are given a high level of targets to achieve and the staff know they shall be rewarded monetarily or through promotion, they are bound to work harder and take the success or the ‘winning’ of the company to a next level.According to Rosabeth Moss Kanter, in successful organisation where there, is a high level of confidence amongst staff members, if staff are not so well, even then the staff manage to come into the organisation; however in the aforementioned circumstances, a staff member in an organisation with low level of confidence, the staff shall strike on the opportunity to be absent. Source: [Online] http://extras. timesonline. co. uk/pdfs/mba_kanter. pdfAn interlinked factor, with the issue of winning is the greater resources and investments by external people into the business. This would consequently have an positive impact upon Sure Steel PLC as it would increase their turnover and hence profit.
I believe that it is a win-win situation for a company if their staff members are full of confidence. Furthermore, if Sure Steel becomes more successful, it would result in staff being more motivated as they would also get bigger discounts within the company.Richard Branson, MD of Virgin, is known for throwing lavish parties at the end of the financial year to celebrate the success of his business, which he along with other business owners, attribute to the staff members. I guess, at the parties, there is an opportunity for the staff members to interact with each others and get to know more about the company as they would be from different departments and hence get inside knowledge of the company. This could also help the staff to improve upon their own performance on the next occasion from increased knowledge of the company operations.Once a company is on the winning track, it would also result in the staff members in more self discipline/determination; for example, the CEO of Tesco (Sir Terry Leahy) would benefit from increased bonuses as the company’s net profit are increasing every quarter, even during the economic turndown. This is an example of success; however, a winning streak for him maybe the fact that Tesco are opening numerous stores in other countries which not only increases their market share, but the market capitalisation of the firm.
It has been said that out of every 7 spent in the UK economy, 1 is spent at Tesco’s. Adapted from: [Online] http://extras. timesonline.
co. uk/pdfs/mba_kanter. pdf Another way to promote confidence amongst staff member is the staff actually believing in the targets set for them to be SMART (Specific, Measurable, Achievable, Realistic and Time-bound).
If the employees at Sure Steel PLC believe that the targets set for them are not realistic or not achievable, it shall have an impact upon their motivation level as they (staff) would know that they would not be able to achieve the targets and would therefore lose interest in the belief of the company.In an article from The Sunday Times, they suggest that there are four emotional needs that need to be satisfied in order for an employee to be at its peak performance; “these are to acquire (obtain scarce objects); to bond (form connections with individuals and groups); to comprehend (satisfy our curiosity and master the world around us); and to defend (protect against external threats and promote justice)”. Source: [Online] http://newmoodle-srv. sbc. ac. uk/moodle/file.
php/97/The_function_of_Management/how_to_motivate_staff_-_The_Times_article. pdfThe drive to acquire could be satisfied through a reward system; people who enhance Sure Steel PLC’s targets significantly should be the one who should get credit/reward for it. If, on the contrary everyone is rewarded equally, people who work harder would be ‘discriminated’ against as they have put in a lot more effort and they get the same degree of reward as the other members and they would not work hard the next time.
The next need of ‘bonding’ could be satisfied through promoting teamwork within the organisation and friendly atmosphere amongst the staff members.The drive to ‘comprehend’ could be satisfied through giving employees job that they find interesting, challenging and creative which utilises their potential to the maximum. It is no use, for example, giving a Human resource manager a job which is not for him/her such as general office work. The last drive of defence could be implemented through promoting trustworthiness and having a transparent process in operation or everyone; this could also mean removing any kind of bureaucracy and red-tapism from the organisation.Source: [Online} http://newmoodle-srv. sbc.
ac. uk/moodle/file. php/97/The_function_of_Management/how_to_motivate_staff_-_The_Times_article.
pdf I believe that, one of the ways to empower the employees, to achieve their objectives, at Sure Steel PLC is through delegating responsibilities; this shall promote a sense of ownership in the company and also result in accountability to their managers for the responsibilities they have been allocated.Also as enunciated earlier, there should be a link between amount of hard work and reward. If the employee knows that they will get rewarded at the end of carrying out a task, it shall motivate them to perform the task. However, for example, with piece rate, which involves employees earning through every piece, there could be some quality issues, but this can also be resolved by employing a quality inspector or having systems such as Total Quality Management or Kaizen in place. Scenario 22 A) It is apparent from the scenario that the HR Manager, Susan Howe, & the HR clerk are in a dilemma; however, the HR director, Peter Windass is surprised about the whole situation. I feel that there are a number of underlying factors that has caused this situation to arise. Initially, I believe that there is no monitoring from Peter’s side; if Peter was monitoring his staff consistently, through formal or informal feedbacks and regular discussion, this situation would not have arisen.I think there seems to be no structure or strategic planning within this company; Peter needs to be regularly checking upon his staff to see why their performance has gone down.
Further, the HR clerk feels that there is no carer development for her within the company; which was the reason she left the last job. This is, what I believe, to be a serious issue, as if an employee is not happy with their job, obviously they would not work to their full potential; therefore, I urge Peter to assign his employees a job which is not only challenging but also gives them a chance for promotion.Moreover, according to the HR manager, Susan, there seems to no delegation in the company; she complains that she is “.
… consistently worked off her feet (too much workload), comes in early, goes home late”.
It seems that most of the employees seem to be somewhat unhappy with their job/tasks and hence Peter should immediately arrange for a meeting with his staff to resolve their issues.Furthermore, there also seems to be a lack of teamwork ; motivation within the company; there seems to be no trustworthiness amongst staff members which is apparent from Susan’s comment (“….
get criticised behind my back by incompetent clerks”). I think that there might be an issue of, lack of rewards within the company; no one seems to be recognised for their effort they’ve put in and therefore Peter should, in my opinion, should introduce a sophisticated reward system which recognises the staff’s achievement.Lastly, the case study informs us that the HR clerk wanted to swap job with someone else, for which she has not been given the opportunity; this is a little unfair and Peter should look into this matter as soon as possible as people should be placed in the appropriate skill set. This would not only be beneficial for the company to achieve their targets, but it shall motivate the staff to perform even better as they are being given an opportunity to develop their skills.