Term Paper: Final Situation Update

Pages: 5 (1468 words)  ·  Bibliography Sources: 0  ·  Level: Master's  ·  Topic: Careers  ·  Buy This Paper

Human Resources Pumps

Pumps for All, and All for Pumps: A Human Resources Management Improvement Scenario

One year ago, Pumps For All -- an engineering and manufacturing firm devoted to the advancement and implementation of liquid (primarily water) movement and pressurization -- was facing massive turnover problems. The brightest graduates from top engineering schools were being recruited to the firm, only to leave and begin occupations and careers with Pumps For All's competitors after receiving several years of key early experience and training. Things have dramatically improved over the past year due to management techniques that increased employee motivation and loyalty, but there is still room for improvement in employee motivation and retention, as well as in solidifying and codifying the current practices and principles that have contributed to Pumps For All's success.

Labor Unions

Improving the company's relationship with the labor union is one area in which Pumps For All could further increase motivation and employee loyalty and satisfaction with the company. Teamwork and the feeling of camaraderie are essential both to the direct and practical endeavors of technology development and innovation as well as to the more subjective and less-definable characteristics of job satisfaction and employee morale. As the labor union serves as the primary collective body for the employees, maintaining strong and mutually beneficial relationships with the union -- as well as the perception of mutual benefice -- is highly called for.

Regular meetings between company officers and labor union officials should occur, regardless of the time proximity to the renegotiation of contracts or other time-sensitive issue of the agreement that stands between the company and the union. Any issues or concerns harbored by the labor union should be readily heard and discussed in an open and receptive manner, ensuring all employees that their voices are being heard through their union representatives. Not only will this improve relationships with the union in general, but it will also speed up and ease the process of contract negotiations, as many issues that might arise in these negotiations can be expected to have come up previously in these regular meetings. Should pressing and immediate concerns arise between the schedule dates for such meetings, management should make every possibly effort to meet with union representatives at both parties' convenience, establishing labor relations as a clear priority for the company.

Performance Evaluation

Another major contributing factor to job satisfaction and thus employee retention is the quality and consistency of performance evaluations. To that end, very clear and very consistent feedback channels should be put into place that enable a full performance evaluation for every employee on at least a bi-monthly basis, with less formal evaluations and supervisor feedback being delivered with even greater frequency. Providing regular assessments of performance as related to direct and clearly stated company expectations will allow employees to become more fully engaged in the overall needs and direction of the company.

At the same time, performance evaluations should be minimally disruptive to the actual work performed by the employees. It is to be assumed that the careers and occupations in which the employees are serving are of intrinsic value and even enjoyment to them, especially as the selection of such individuals is a key aspect of the hiring process. As such, removing them from this work for the purposes of a dry meeting that analyzes their performance could very easily be seen as a negative aspect of employment. The bi-monthly evaluations should take no longer than half-an-hour in most circumstances, and be used to provide each employee with an understanding of how they have fulfilled or surpassed expectations, how they are perceived by co-workers and supervisors (or by their staff, if in a supervisory position), and any areas of job performance that could use extra attention. Positive evaluations between these meetings should be brief yet frequent, with negative feedback being delivered only when waiting for the regular meeting would be detrimental to the organization.

System Orchestration

The performance evaluation system should be comprised of a variety of sources and specific items, responded to by direct supervisors (and/or employees directly under each individual's supervision as the case may be) as well as department heads and other company officers after a complete review of the bi-monthly work record. Direct supervisors will be the source for most inter-meeting feedback, though department heads and company officials should also make a purposeful attempt to recognize achievements between… [END OF PREVIEW]

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