All Parts Of A Peer-Reviewed Journal Have Been Peer-Reviewed Riordan Manufacturing, When Human Resource Policy Meets the Voice of the Business

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Riordan Manufacturing, When Human Resource Policy Meets the Voice of the Business

Introduction: Riordan Manufacturing is a Fortune 1000 enterprise and global plastics manufacturer with 550 employees, projected annual revenue of $46 million, and revenues in excess of $1 billion. At Riordan Manufacturing, production is divided into three plants. One plant, located in Albany, Georgia, produces beverage containers. A second plant, located in Pontiac, Michigan, produces plastic parts. Riordan recently went global and began manufacturing plastic fan parts in Hangzhou, China. Corporate headquarters are located in San Jose, California, where research and development is conducted. Riordan sells its products to auto parts manufacturers, aircraft manufacturers, the Department of Defense, beverage manufacturers, bottlers and appliance manufacturers.

Situation analysis issue and opportunity identification: a. The past two years have seen declining sales and uneven profits. The number of arrests of employees has decreased. There is a noticeable decline in overall job satisfaction, especially in the areas of compensation and benefits. The current reward system is largely based on performance, recognizing cost-of-living increases, seniority and position. Most department managers seem to perceive that their workers’ base pay is inadequate.” Monetary incentives, although important, must be accompanied by non-monetary incentives such as praise and recognition to be effective in motivating employees to perform better.” (Chaudhary, Sunil V., 2010) and motivated workforce. Riordan’s culture consists of three distinct subsets of employees with wildly different perspectives on rewards, valuing everything from interesting work to bigger paychecks.

Stakeholder Perspectives/Ethical Dilemmas The first stakeholder is sales management. They want to implement a CRM system that responds directly to the voice of the customer. Their plan is for interdisciplinary work teams consisting of a vendor, R&D and IT person. This strategy is in direct conflict with the needs of salespeople, who for years have been the only contact with customers and who have not shared their bonuses with other professionals on the team. R&D management believes that the new system of interdisciplinary teamwork prevents their employees from completing much-needed design projects on time. This group of professionals just needs more interesting work. The IT manager believes that his employees are underpaid and key employees may leave the business. So far, no IT employees have resigned. Ethical conflict is tantamount to throwing money at employees rather than examining more intrinsic factors, such as redesigning work to provide more interesting work.

Problem Statement: Riordan Industries seeks to create a system of employee incentives, rewards, and empowerment that supports their vision of customer relationships.

End State Vision Because Riordan Industries has such a diverse workforce, the company is implementing a total rewards system as a potentially powerful tool to help them align their HR and business strategies with the needs of their employees, realizing “higher productivity, better quality, and more competitive costs.” (Collins, John P., 2012) to achieve optimal business performance.Total reward is a term adopted to describe a reward strategy that includes additional components such as learning, which translates to “collaboration between educators and the manufacturing base” (Collins, John P. , 2012), in the benefits package. It goes beyond standard pay by embracing the company’s culture and aims to give all employees a voice in the operation, in return the employer will receive an engaged employee’s performance. In this context, Riordan Industries will have a workforce that is motivated to implement team-oriented Crying strategies like ISO 9000, Six Sigma and CRM.

Alternative Solutions: Riordan Industries can learn from McDonald’s and consider alternative solutions that fit their overall customer intimacy strategy. They can develop a reward system where people are paid for their contribution, because paying less than what a person is worth is a major demotivator.” (Tracy, Brian) These rewards can be driven by individual incentives related to customer satisfaction, such as the engineering team’s customer satisfaction. Focused product variety development and manufacturing team delivery of defect-free product to the customer’s facility consistently on time.Opportunities for employees who demonstrate initiative and exceptional internal and external customer service.As far as their dreams can take them.

Analysis of Alternative Solutions: The most effective alternative solution would be to reward employees who show initiative and exceptional internal and external service in the form of advancement to better positions within the company. This solution is linked to the reinforcement of behaviors such as hard work, good human relations and initiative that contribute to good customer service at all levels of the company, which is good for business. Second, this solution would combine other incentives with job promotion, such as better pay and benefits and more challenging work that would be good for the employee. There will be no impact on job content or other benefits package options. A second alternative solution would be to link productivity and customer satisfaction with one-way rewards for the entire team. A final alternative solution that a company may choose is to “structure a high performance environment” (Tracy, Brian) around their star performer. Others in the work group want the same level of praise and monetary rewards to emulate this employee’s positive behavior. The expected result will be better team chemistry, quality and productivity.

Risk Assessment and Mitigation Techniques With any solution there are risks. Solution number 1 related to individual performance related to customer satisfaction with incentive pay, some employees may not be motivated by money. Some prefer extra days or weeks off. Others may want recognition in their peer group. There are as many different incentive combinations as there are people. What motivates one employee can demotivate another depending on where they stand on Maslow’s hierarchy of needs. If individuals do not feel motivated, desired service behavior and quality work may not occur. As a mitigation technique, the company may need to employ additional inspectors to ensure that an acceptable product is being produced. This activity may increase customer satisfaction in the short term, but also increase the value of the product. In the long run, consumers may seek less expensive alternatives with other manufacturers. Solution number 2 relates to team performance related to customer satisfaction with incentive pay. In an ideal world, this would be a great idea. In the real world, however, some employees may not work well with other employees, and dysfunctional work teams are likely to create opportunities for poor quality products and missed deliveries. Some team members are not motivated by money. To alleviate these problems, work teams must be assembled not only with the necessary skills, but also with people who enjoy working together. Employees may need to be reassigned to different teams to make this successful. Employees whose style doesn’t fit with any team may need to be tasked as an individual performer, such as a quality auditor. Second, a variety of incentives must be available to motivate all employees to satisfy the customer and perform at a high level. Solution 3 recognizes your star performer but does nothing to motivate the critical mass of the company. They may show a reaction to their work. Additionally, we need to consider the rewards that we are going to give our star performer, which should be important in relation to the extra hours that will be worked and the additional responsibilities that the person will be responsible for. To alleviate these circumstances, additional incentives should be provided to all employees related to customer satisfaction.

Optimal Solution: The optimal solution for Riordan Industries includes: 1.) Multiple (monetary, non-monetary, additional vacation time, education, etc.) performance-based incentives aligned with customer service that broadly apply to all Riordan Industries employees. The benefit of this incentive will be a motivated workforce. 2.) Offer employees a competitive base salary and benefits package relative to similar jobs that exist in their industry and geographic area. This would benefit Riordan Industries by reducing their attrition rate and therefore their costs of hiring and training replacement employees. 3.) Propose stretch goals for all employees that supervisors monitor quarterly. The benefits for employees will be harder work.

Implementation Plan: To begin implementing the Enhanced Rewards and Services Program, Human Resources will require all Riordan Industries employees to define their individual motivation criteria. Second, all supervisors and managers identify performance behaviors that ultimately affect customer satisfaction, which they will reinforce and reward. Human Resources will code this data into a cohesive performance-reward plan. This plan will be approved by senior management. Human resources and heads of all departments will be activated. In addition, Human Resources will conduct an external environmental investigation regarding base salaries and benefits at Riordan Industries. If warranted, salaries and benefits will be appropriately enhanced to align with the company’s forward-looking compensation and benefits strategy. Finally, all supervisors will set and review goals with all of their employees no later than the end of the first week of the next quarter, with follow-up reviews the following quarter.

Evaluation of Results The results of the implementation of the new reward program at Riordan Industries will be based on the number of surveys received each week (employee motivation, supervisor goals, salary and benefits, stretch goals) and the satisfactory implementation of all of them. end state goals.

Conclusion: At Riordan Industries, as in all organizations, it is important that the value of any reward offered to employees addresses their various needs. Human resources and middle management must have superior listening skills to determine what those needs are and what business goals they can align with. It is also important to compare employee behavior with actual actions. Many may say they will leave for a better job that pays more and offers better benefits. Given that Human Resources has done their due diligence and conducted salary and benefit studies by geographic area and industry, and offered competitive compensation packages, it is likely that mass layoffs will not occur. This will be the real truth for the employees of Riordan Industries.

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