The paper "Construction Products Company Major Problems" is a great example of a business case study. There are several problems facing the firm. First, the firm has a problem with change management (Beerel, 2009). Even though the current managing director in consultation with VIkram has initiated change at the firm: the style of implementation is not well managed (Schweyer, 2010). It seems they are implementing the change without consulting other stakeholders in the firm. Other managers as reported are used to autocratic kind of leadership while the new changes being introduced require participative management (Cameron & Green, 2009).
As a result, other managers feel that Vikram does not know how to make decisions and does not know how to manage. Vikram is also treated suspiciously by his peers because of the changes he is trying to initiate with the managing director. Thus, there seems to be resistance to change. The firm needs to have better ways of initiating and managing change in order for it to be acceptable to everyone. Another problem facing the firm concerns employee reward system. Reward systems need to be tied to the measurement of employee performance (Green, 2007).
If the measurement of performance is not tied to reward schemes, most employees find no reason to improve their performance. Development of an appropriate organizational reward system is one of the best motivational factors (Schweyer, 2010). This is because a reward system affects employee motivation and job satisfaction. Motivation is influenced by the reward system through the perceived value of the rewards and their contingency on performance (Pugh, 2007). On the other hand, job satisfaction is affected by the reward system by making the employee contented and comfortable as a result of the rewards received (Cameron & Green, 2009).
Thus if the reward system is not well-designed employees may not be motivated or be satisfied with their job which can culminate in increased employee turnover at the firm. Construction Products Company seems to have a problem with both the measurement of performance and reward system. There is no clear measurement system that workers at the firm can follow to the later (Goncalves, 2007). The firm also has a problem with reward schemes and management of competition across teams (Anderson & Anderson, 2010).
As reported in the case Sandra says she is disappointed by the lack of verbal recognition of her performance by her superiors (Schweyer, 2010). The pay at the firm also does not motivate workers as much as they should. For instance, Sandra feels she is being underpaid (Green, 2007). This is also the case for production personnel (Pugh, 2007). It is reported that the managing director even though walks frequently through the factory; he rarely talks to production personnel (Cameron & Green, 2009).
This seems to make the production personnel feel neglected (Anderson & Anderson, 2010). This could have contributed to high employee turnover in the production personnel. As mentioned there seem to be poor management of competition among departments as illustrated by Vikram who says he has received resentment from other departments such as operational and engineering because they feel suspicious of his association with the current managing director (Green, 2007). The reward system is not also all-inclusive as noted by Aaron who says that forklift drivers are not included in the bonus system and hence they try to verbally confront production personnel and sabotage their work by throwing foreign materials into the batching system, which often results in the fracturing of moulds (Cameron & Green, 2009).
This is an indication of poor management of competition among different groups within the firm. Employees in any firm expect to be engaged in the running of the firm. Different employees are motivated differently within an organization (Schweyer, 2010). The way executive leaders of the firm are motivated is not the same way a firm will motivate its frontline workers (Pugh, 2007).
Thus, there is a variation in how employees are engaged within a firm (Anderson & Anderson, 2010). This helps in increasing the level of enthusiasm, confidence, motivation and satisfaction of employees and the contribution of the employees in terms of their skills and talent to the attainment of business goals and objectives (Cameron & Green, 2009). Firms engage employees at different levels differently in order to help in retaining their talented workforce. This is because some of the highly talented core employees of the firm are crucial to the future survival of the firm.
It is noted that even though Aaron is reasonably satisfied with his pay, which comes with some bonuses due to his hard-working money, is no longer an incentive as it used to be. This is an indication that money only can not motivate one to work hard (Anderson & Anderson, 2010). Aaron notes that his satisfaction comes partly from his workgroup. However, the high employee turnover presents many problems because new employees come with the problem of lack of coordination (Green, 2007).
It seems that the management does not orient new employees to the firm. Aaron complains that the management does not care about helping people to do a better job. This implies that promotions at the work hardly come and this seems to de-motivate many employees who often resort to quitting.
Anderson, D., & Anderson, L. (2010). Beyond Change Management: Advanced Strategies for Today's Transformational Leaders, 2nd Ed. New York: John Wiley and Sons.
Beerel, A. (2009). Leadership and Change Management. London: SAGE Publications Ltd.
Cameron, E., & Green, M. (2009). Making Sense of Change Management: A Complete Guide to the Models, Tools and Techniques of Organizational Change, 2nd Ed. London: Kogan Page Publishers
Goncalves, M. (2007). Change management: concepts and practice. London: ASME Press.
Green, M. (2007). Change management masterclass: a step by step guide to successful change management. London: Kogan Page Publishers
Pugh, L. (2007). Change management in information services, 2nd Ed. London: Ashgate Publishing, Ltd.
Schweyer, A. (2010). Talent Management Systems: Best Practices in Technology Solutions for Recruitment, Retention and Workforce Planning. New York: John Wiley and Sons.