Problem Solution: Riordan Manufacturing
This paper will be an analysis of the issues currently affecting Riordan Manufacturing. Riordan is facing an overall issue with low employee morale and motivation for several reasons. Changing its business strategy to team sales and support versus individual sales and support left Riordan with a compensation package not aligned with rewarding a team strategy. Desiring to remain a top player in the market Riordan needs to address several issues with performance review analysis and training implementation. An analysis of stakeholder perspective and ethical dilemmas, goals, mitigation, and implementation of alternative solutions for the problems facing Riordan will be discussed.
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Compensation packages, if competitive will bring in top talent and attract employees capable of providing innovation to the manufacturing organization. Riordan must explain the new compensation package they are offering to each employee by explaining the total rewards of the package. The idea behind the explanation is if employees know how much money a company is spending on them they feel more rewarded for their talents (Compensation Today, 2010). Writing a compensation policy to remain competitive, updating the policy based on market changes and demands, and implementation of the policy based on company strategy will create the result Riordan desires. Lack of career and professional development programs were found to be an issue for Riordan. Top-rated employee reputation is a number one goal and the creation of departmental specific employee training programs in both career and professional development will bring the employee desired response the manufacturer desires. Employee training and development programs bring morale and increased productivity to any organization, but other reasons exist. Training and employee development programs improve employee relations, create less risk for organizations because employee are aware of current affairs, espirit de corps, cost savings, and ultimately career advancement (Pepper-Gavulic, 2011). Riordan employees stated clear expectations for each job were not provided by