Problem Solution: Riordan Manufacturing Case Study
Running head: PROBLEM SOLUTION: RIORDAN MANUFACTURING
Problem Solution: Riordan Manufacturing
University of Phoenix
MBA530
February 5, 2008
Problem Solution: Riordan Manufacturing
The purpose of this paper is to assess Riordan Manufacturing 's present dilemmas and offer suggestions that may bring positive conclusions to impending quandaries. This paper will evaluate Riordan 's situation, existing opportunities and challenges and conclude with pivotal suggestions that will produce positive outcomes. In addition, via end-state goals, concepts are provided in which Riordan Manufacturing may improve organizational human resource practices that will give Riordan a sustained competitive advantage.
Situation Analysis
Issue and Opportunity Identification
In the United States of America the one key issue Riordan Manufacturing is addressing is employee retention. Many comments have been made regarding employee attrition and the cause for this attrition is competitors paying higher wages. Additionally, Riordan 's Research and Development Department (R&D) is experiencing major turnover and huge loss of employee knowledge due to attrition. Furthermore, Riordan 's employee incentive program is faltering and is a foremost concern with Riordan 's management and employees '. Present sales incentives are structured for individual salespersons ' as an alternative for a team approach. "The new philosophy is to initiate changes in business practices that will result in revisions to current sales methodologies of individual sales representatives account management to that incorporates a salesperson, a product-engineering specialist and a customer service representative with support from R& D" (UOP Scenario, 2008). Though Riordan 's Sales Department sales department processes have changed, the current incentive/bonus programs are lagging and are not strategically aligned with the new and revised programs that Riordan is attempting to implement. Riordan has done a
Problem Solution: Riordan Manufacturing
University of Phoenix
MBA530
February 5, 2008
Problem Solution: Riordan Manufacturing
The purpose of this paper is to assess Riordan Manufacturing 's present dilemmas and offer suggestions that may bring positive conclusions to impending quandaries. This paper will evaluate Riordan 's situation, existing opportunities and challenges and conclude with pivotal suggestions that will produce positive outcomes. In addition, via end-state goals, concepts are provided in which Riordan Manufacturing may improve organizational human resource practices that will give Riordan a sustained competitive advantage.
Situation Analysis
Issue and Opportunity Identification
In the United States of America the one key issue Riordan Manufacturing is addressing is employee retention. Many comments have been made regarding employee attrition and the cause for this attrition is competitors paying higher wages. Additionally, Riordan 's Research and Development Department (R&D) is experiencing major turnover and huge loss of employee knowledge due to attrition. Furthermore, Riordan 's employee incentive program is faltering and is a foremost concern with Riordan 's management and employees '. Present sales incentives are structured for individual salespersons ' as an alternative for a team approach. "The new philosophy is to initiate changes in business practices that will result in revisions to current sales methodologies of individual sales representatives account management to that incorporates a salesperson, a product-engineering specialist and a customer service representative with support from R& D" (UOP Scenario, 2008). Though Riordan 's Sales Department sales department processes have changed, the current incentive/bonus programs are lagging and are not strategically aligned with the new and revised programs that Riordan is attempting to implement. Riordan has done a
References: Andersen, J. (2005, November). Progress Requires Change. Graphic Arts Monthly, 77(11), 19-19. Retrieved January 21, 2008, from Academic Search Premier database. Berry, M Bolch, M. (2007, February). Rewarding the Team. HRMagazine, 52(2), 91-92. Retrieved January 27, 2008, from MasterFILE premier database. Dreher, George, & Dougherty, Thomas W. (2001). Human resource strategy (1st ed): A behavioral perspective for general managers, New York: The McGraw-Hill Companies. Kreitner−Kinicki, (2004). Organizational behavior: Developing People-Centered Organizations and Skills (6th ed) McShane,S., Von Glinow,M., (2005). Organizational Behavior: emerging realities for the workplace revolution (3rd ed) Noe Raymond, Hollenbeck, John R., & Gehrert, Barry. (2003). Fundamentals of Human Resource Management. New York: The McGraw-Hill Companies University of Phoenix "Managers typically consider the pay of other employees in the area of industry" (Dreher & Dougherty, 2001, p 79) "Expectancy theory directs us to determine employees ' current views or perceptions about the odds of achieving certain goals and relative preferences for different rewards or "outcomes" in their work. (Dreher & Dougherty, 2001, p 30) achieve various goals and the likelihood that they will receive rewards or punishments from achieving their goals" (Dreher & Dougherty, 2001, p 29) Expectancy Theory