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Sample Case Study Paper on Case 1

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Sample Case Study Paper on Case 1

Introduction

            The role of any organization is to operate in accordance with the existing laws. This means that organizations through the management must provide the systems that enhance equality, promote diversity in the workplace, and develop an organizational culture. These are considerd as strategies aimed at improving the efficiency of the workforce and that of the organization.

Part 1

Industrial relations laws that affect business operations include:

  • Business owners must take into consideration minimum pay and conditions as required by industrial regulations
  • Parties in a workplace must be engaged in negotiations on matter affecting their wellbeing
  • The Unfair Dismissals Act protect employees from dismissal due to pregnancy, gender, race and trade union memberships
  • The Employee Equality Act, which protects employees from any form discrimination
  • Employee Dispute Act, which provides a platform for solving business, related disputes
  • The Conciliation Act, which requires a neutral party to be involved in negotiations

For an organization to ensure any form of success in its endeavors, it is important to align policies and procedures with organizational strategy (Colling and Mike 23). For instance if the organizational strategy is to improve on employee efficiency, it will be important for the management to define job roles for every employee to ensure an understanding of organizational expectations (Colling and Mike 23). Aligning policies and procedures with organizational strategies will require an adherence to organizational culture. For instance if innovation is part of an organizational culture, policies will be directed towards rewarding those employees whose ideas succeed and failing to punish employees who engage in constructive failures (Spedding and Rose 30).

The process of aligning policies and procedures with organizational strategies will require the management to be engaged in a series of deliberations on the best approach that can be used in the development of these alignments. It is always important for the organization to define a technique through which the policies and procedures can also be aligned to employee expectations (Spedding and Rose 45). Through such an alignment, it will be relatively easier for the organization to realize its intended strategies considering that employees will have developed some sense of ownership of the strategies. Furthermore, by integration organizational strategies, employee interests with policies and procedures, the organization will have the ability to develop a common approach towards

Part 2

The implementation of a risk management approach will facilitate the process of ensuring that the organization provides Equal Employment Opportunities (EEO) for those qualified. Through EEO, the human resource has the responsibility of ensuring tha the recruitment and selection process is characterized by the desire to ensure that the organization attracts the most qualified team of employees through a transparent and accountable manner (Sims 52). Risk management plan also provides a technique through which the organization can ensure an effective work-life balance. This will help the employee create sufficient time for handling their job requirements and personal issues hence limiting the possibility of negligence of employment responsibilities (Spedding and Rose 45). The inclusion of a zero tolerance policy to harassment in the risk management plan is one way through which the organization will ensure a reduction of employee negligence. This is because through such policies there will be proper structures that define the procedure of reporting situations of harassment or discrimination (Sims 56). In addition, through this approach, it will be possible for the management to establish some form of mutual relationship among employees hence increasing the possibility of realizing organizational goals and objectives.

Part 3

Employee induction-orientation program

Time

Activity

8.00-9.00 a.m.

Processing –In

9.00- 10.00 a.m.

Welcome by organization CEO

10.00- 11.30 a.m.

Meet with supervisor

11.30-12.00 noon

Tea Break

12.00- 12.30 p.m.

Tour the Premises and facilities

12.30- 1.00 p.m.

Introduction to team members and colleagues

1.00 – 2.00 p.m.

Lunch

2.00- 2.30 p.m.

Providing mentors

2.30 – 3.30 p.m.

Viewing the organization’s documentary video

3.30- 4.40 p.m.

Questions and Answers

 

The employee induction and orientation program is meant to familiarize the new employees with the operations of the organization. Through this program, employees are able to understand the organization, the way to operates and its history in terms of the provision of effective services and products to clients (Spedding and Rose 88). Employee orientation program is also a technique through which the organization ensures that the new employees are the best qualified to help in the realization of the set objectives and goals. One way by which the department of human resources ensures that they acquire the best employees is by engaging them in process that will require them to familiarize with their job description and the provision of mentors (Rayner 111). The mentors have the responsibility of providing the new employees with the necessary guidelines and procedures on how to execute their employment responsibilities.in addition, it is also the role of the mentors to ensure that throughout the orientation and induction month employees are able to intergrate into the organization by understanding organizational culture. This culture is important in helping new employees understand the organizational expectation. This is a technique that the organization advertises to potential employees and the public its ability to provide the best working conditions (Rayner 113).

Part 4

The organization has the responsibility of ensuring that diversity related programs are aligned to the strategic plans of the organization. This will involve the process of ensuring that the development of diversity strategy is in accordance with the traditional business related goals. Strategic plans around diversity must be inclusive of quantitative goals together with indicators for measuring progress (Sims 40). A well-defined diversity strategy will help the organization in realizing goals related to the satisfaction of clients, and the creation of an all-inclusive workplace culture.in addition, it will enable the organization to ensure that it recruits and retains highly qualified, talented and diverse employees. Through this approach, it is possible for the organization to develop a workforce to ensure long-term sustainability (Sims 44).  Another strategy that an organization can use in encouraging diversity  by involving employees in professional and civic organization initiatives to promote diversity. The involvement of employees in community programs help in creation of networks that enhance collaboration and access to a large pool of diverse candidates (Tafoya 102).

In situations of diversity related conflicts, it will be important for the organization to create a stand-alone diversity committee is one way through which the organization an organization can encourage diversity. This committee will be composed of representatives from all facets of the organization (Sims 48). The diversity committee must be empowered to develop diversity statements, which have some level of consistency with the strategic goals of the organization. In addition, it will be prudent for the organization to develop programs aimed at supporting and improving on diversity. These may include mentorship programs, community outreach, employee resource groups and workplace affinity programs (Spedding and Rose 102)

Part 5

One way through which the management in any organization can minimize grievances and problems among employees is through the development and implementation of employee policies. This will provide the senior management with a definite structure on how to handle matters related to employee relations complications (Tafoya 64). In addition, these polices will also outline the role of the employee and the management in resolving the said grievances. Employee relations police will also establish rules on matters related to the performance of employees, conflict of interests and professional conduct (Tafoya 66). Appropriate management of employee relationship issues is a way through which the organization through, its management, helps its workforce to develop techniques of rectifying in appropriate behavior. In addition, through this approach it is also possible for the organization to promote a culture of mutual relationships in a structured manner hence enhancing the possibility of developing a productive workforce (Rayner 80). The process of developing employee policies also facilitates the ability of the concerned employees to understand organizational expectations on matters related to their behavior and interpersonal relationships within the organization. 

Employee relation issues are forms of conflict that arise in the workplace among employees of between employees and the management. In such situations, it is expected that the concerned managers will implement specific procedures aimed at resolving the dispute while maintaining an optimal working relationship (Tafoya 69). Through these procedures, employees are often allowed to voice their concerns as a way of ensuring that the issues are resolved internally. Effective conflict management strategies are also ways through which the management can documents the circumstances that led to the eruption of a conflict and the techniques used in resolving the conflict situation. The management can minimize the possibility of such a conflict in future through this way (Rayner 90).

Conclusion

            Employee relations issues in an organization are essential determinants of the success of the said organization in terms of efficiency and effectiveness. This can be realized through establishing some level of adherence to the existing regulations, the promotion of a culture of diversity and the socialization of new employees into the organization’s culture.

 

Works cited

Colling, Trevor, and Mike Terry. Industrial Relations: Theory and Practice. New York, NY:

John Wiley and Sons, 2010. Web.

Rayner, Jenny. Managing Reputational Risk: Curbing Threats, Leveraging Opportunities.

Chichester: John Wiley and Sons, 2004. Internet resource.

Sims, Ronald R. Managing Organizational Behavior. Westport, CT: Greenwood Press, 2002.

Print.

Spedding, Linda S, and Rose, Adam. Business Risk Management Handbook: A Sustainable

Approach. Oxford ;Burlington, MA: CIMA, 2008. Print.

Tafoya, Dennis. The Effective Organization: Practical Application of Complexity Theory and

Organizational Design to Maximize Performance in the Face of Emerging Events. Routledge: London, 2010.

 

 

 

 

 

 

 

 

 

 

 

Case 2

Introduction

The relationship between employees and the management in an organization is largely dependent on the ability of the management to establish effective communication channels. This will improve on the performance of employees since it will be they will be operating on a technique that encourages interaction. In addition, through effective communication the managements can develop a reward system to motivate employees.

Part 1
Communicating organizations performance standards

The development of an effective performance management program is considered as an effective strategy in the communication of the expected performance standards in an organization. Through this approach, it will be easier for the management at the organization to operate on a system that is characterized by the continuity of an ongoing activity, which will require a constant engagement between employees and their supervisors (Axson 36).

An effective performance management program will also help employees at all levels of the organization to focus on the actions aimed at making the organization successful (Axson 44). This mean that every decision made within the organization must be analyzed on its ability to improve on the levels of customer satisfaction. If the objective of the organization is to ensure a reduction of cost then the decisions should be made on the basis of cost benefit analysis (Pulakos 33). 

It is critical for the management to understand that job analysis can only be used in measuring and evaluating performance levels. This approach whelps in understanding where the accountability of every employee begins and ends. For instance in an organization, the manager is accountable for the overall performance of the employees and he is bound to provide an explanation of the performance situation of a company as a reflection of his own performance in the said company (Axson 55).

Part 2
Motivation and reward systems

Intrinsic motivation encompasses all the reward system that motivates the feelings and emotions within an individual. The levels of motivation vary from one individual to another considering tha t different individual require different types and levels of motivation to feel motivated. Intrinsic rewards often help employees in the realization of the assumption that their contributions are important for the well belong of the company (Pulakos 88).

Extrinsic rewards are founded on tangible elements that are typically offered by the management. In an organizational setting, extrinsic rewards are often financial ad they are important to the workforce since they help workers in the satisfaction of personal needs. The provision of employees with extrinsic rewards is often based on their performance standards in relation to their job description and organizational strategy (Pulakos 90).

Part 3
Possible solutions

Failure by the employees to meet their key performance indicators (KPI’s) is an indication of failure by the management to recognize the existing challenges and the ability to solve these challenges. One way through which the organization can help in solving this problem is through aligning human resource systems with the organization (Pulakos 34). This will ensure that the department operates in accordance with the competency systems that are used in measuring organizational performance. Human resource is in charge of recruitment, selection, staffing, and training (Pulakos 35).

An additional strategy that the organization can use in solving performance related problems is by getting all the concerned employees and the management. This will facilitate the process of developing and owning a performance program. In addition, the involvement of the management will also facilitate the process of developing more effective performance management systems considering the ability of the management to establish a team (Pulakos 39).

            It is the responsibility of the management to develop an effective communication structure that will allow for both horizontal and vertical communication. The communication process must always begin with a deliberative approach to gather ideas of the employees and staff on the existing challenges and the best ways through which such challenges can be addressed (Sims 23). The management will be required to brainstorm and critically deliberate upon the identified problems, the proposed solution and develop an effective outcome (Pulakos 44).

In situations where the implementation of a new approach towards the realization of organizational goals involves major changes that are deemed as potential threats to the wellbeing of employees, it will be necessary for the management to introduce a change management strategy (Sims 29). In the situation of employee X, the dwindling preface standards in terms of poor realization of key performance indicators require immediate and drastic changes in the management structure of the organization.

            The major concern in the implementation of a new strategy that alters normal operations of the company is on the ability of the employees to intergrate the system and understand it in terms of the benefit associated with the change (Pulakos 66). This explains while it would be prudent for the organization to initiate a campaign and advertisement strategy aimed at selling the new management system to employees.

Part 4
Performance management system

There are four steps involved in the realization of an effective performance management system. The first step is for the departmental heads through the management to lead and champion for the development of an effective performance management program (Axson 23). This is based on the realization that performance management can help an organization in the realization of its goals and objectives. In this step the management is required to assist the organization in aligning the program to focus on critical goals and objectives of the organization. The second step in this process is one that requires the management to develop a set of goals and objectives that provide a clear link between performance and the reward structure (Axson 24). The third step involves the ability of the management to use judgment in the determination of performance ratings or evaluation. This can be done by calibrating performance across managers. The fourth step involves the ability of the management to deliver the truthful and trustworthy performance messages (Axson 26).

Procedure for a formal counseling session

Formal counseling in an organizational setting is a process that is largely initiated by a first-level supervisor. The first step in this counseling session is for the supervisor to inform the employee of an imminent discussion on their performance. The second step is for the supervisor to inform the employee of the meeting, the panel is and the issues that are expected to be discussed. Other steps involved in the counseling session include holding of the meeting and documentation of the meeting to provide a source for future reference (Great Britain Advisory Coalition and Arbitration Service 44).

The counseling session often commences in situations where employees have failed to respond to the advice and assistance provided on relatively less formal basis. This is especially when other means of communication such as informal comments and constructive feedback have failed in ensuring the employees improve on their performance (Great Britain Advisory Coalition and Arbitration Service 44).

Types of performance evaluations

The 360-Degree Feedback is one of the common appraisal techniques that are employed by the management of different organizations. Through this evaluation criterion, the management is often able to sought feedback from multiple sources such as peer reviews, self- ratings and upwards assessments (Tafoya 55).  One of the greatest advantages of using this approach is that it allows the appraisers to gain a complete profile of the employee. Other than gauging the employee on employability skills and performance, the appraiser often has the ability to receive an in-depth feedback on different behavioral attributes of an employee (Tafoya 58).

Management by objectives (MBO) is also a modern approach towards the evaluation or employees. This approach aims at ensuring the existence of an effective communication structure between the management and the employees (Sims 99). This is because MBO requires the employee and the management to have some form of agreement on specific and obtainable objectives defined by a set of deadlines. Once the goals have been set and agreed upon by the manager and the employee, it is the responsibility of the employee to direct himself towards the realization of the objective (Tafoya 59).

 

 

 

 

Template of 360-Degree feedback
Conclusion

The role of the employer is to ensure that the working environment is relatively comfortable for employees. This can only be established through the development of an effective communication channel. The success of a communication channel is dependent on the feedback mechanism that a company establishes.  Effective performance management helps in realizing in employee needs and the essence of motivation.

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Works cited

Axson, David. A. J. Best Practices in Planning and Performance Management Radically Rethinking Management for a Volatile World. Hoboken, N.J.: Wiley, 2013.

Great Britain Advisory Coalition and Arbitration Service. Disciplinary and Grievance

Procedures. Norwich: TSO, 2004. Print.

Pulakos, Elaine D. Performance Management: A New Approach for Driving Business Results.

Chichester: John Wiley and Sons, 2009. Web.

Sims, Ronald R. Managing Organizational Behavior. Westport, CT: Greenwood Press, 2002.

Print.

Tafoya, Dennis. The Effective Organization: Practical Application of Complexity Theory and

Organizational Design to Maximize Performance in the Face of Emerging Events. Routledge: London, 2010

 

 

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