DataDot Case Study on HRM
CASE DATADOT
Motivation in Practice
Introduction
A young high-tech company, Datadot, has grown rapidly during the last few years and it is very clear that the CEO, Paul, has kept the entrepreneurial spirit of the company. Due to the rapid growth, there has been a restructure of the company with now three managers in three business units; although, the managers are in charge of applications, communications and Internet solutions, Paul is still the single point of contact for all staff and has the final say in most decision, making it very difficult for the managers to do their job.
In the recent months, Paul has notice that the employees are not motivated and are loosing the passion and enthusiasm they had shown for the firm in the past, furthermore, a few people have left the company already. In a recent case, one of the Java developers had expressed dissatisfaction with his salary and although Paul increased his salary, the employee decided to leave anyway. An action is needed and drastic changes have to be made on Human Resource (HR).
Marc 's Case
Apparently, there must have been something wrong which led to a result where Marc decided to resign anyway although Paul had offered him a raise in salary for 15%. One of the possible reasons would be because Marc felt that Paul did not pay enough attention to his case. Paul did not handle Marc 's situation promptly and held it for few days. Marc might have felt that he was again being neglected and had lost his trust for Paul. The second reason is that Marc’s manager, Lisa, did not pay attention on the condition of her subordinates wellbeing, which might have caused by Paul 's decision to take all the human resource issues directly into his own hands. Lisa did not even notice Marc 's intention to leave the company and also has not had a manager-subordinate talk with Marc for a long time since she has been busy focusing on business development work. There is no a proper human resource management and salary
Motivation in Practice
Introduction
A young high-tech company, Datadot, has grown rapidly during the last few years and it is very clear that the CEO, Paul, has kept the entrepreneurial spirit of the company. Due to the rapid growth, there has been a restructure of the company with now three managers in three business units; although, the managers are in charge of applications, communications and Internet solutions, Paul is still the single point of contact for all staff and has the final say in most decision, making it very difficult for the managers to do their job.
In the recent months, Paul has notice that the employees are not motivated and are loosing the passion and enthusiasm they had shown for the firm in the past, furthermore, a few people have left the company already. In a recent case, one of the Java developers had expressed dissatisfaction with his salary and although Paul increased his salary, the employee decided to leave anyway. An action is needed and drastic changes have to be made on Human Resource (HR).
Marc 's Case
Apparently, there must have been something wrong which led to a result where Marc decided to resign anyway although Paul had offered him a raise in salary for 15%. One of the possible reasons would be because Marc felt that Paul did not pay enough attention to his case. Paul did not handle Marc 's situation promptly and held it for few days. Marc might have felt that he was again being neglected and had lost his trust for Paul. The second reason is that Marc’s manager, Lisa, did not pay attention on the condition of her subordinates wellbeing, which might have caused by Paul 's decision to take all the human resource issues directly into his own hands. Lisa did not even notice Marc 's intention to leave the company and also has not had a manager-subordinate talk with Marc for a long time since she has been busy focusing on business development work. There is no a proper human resource management and salary