Essays on Effective Communication Platform for Giovanni Pizza Case Study

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The paper 'Effective Communication Platform for Giovanni Pizza " is a great example of a management case study.   Giovanni Pizza is experiencing a significant number of issues that arise out of poor employee-management relations, a lack of proper formalised training, and inadequate remuneration packages. The current situation has resulted to poor work performance as most employees have resorted to unprofessionalism while conducting day-to-day operations like wastage of inventories like sauce and even assisting themselves with food and salad whenever there is no mode of supervision. Some employees have also resorted to unprofessionalism as they are not comfortable with the current remuneration package that is offered to the store managers.

For instance, while the night-managers are paid bonuses in case of reduced wastage rate, the employees, who are in fact aware of this, resort to self-pay mechanisms that result in a loss to the firm. There is also poor employee-management due to poor communication strategies as well as inefficient policies that will otherwise help position the company in a competitive advantage. The report finds that the organisation should ensure to adopt an effective communication platform and also develop HR department in order to tackle the major problems at hand: poor employee-management and a lack of effective employee selection and hiring policies. Problem Identification & Analysis Lack of Effective Employee Selection and Hiring Policies It is noted that all stores do not have systematic criteria necessary for selecting and hiring store managers or even their assistants.

In fact, it is noted that no university level of education is required to fill these positions thus most of these managers are young and inexperienced with only one of them having attained tertiary education level.

Notably, given the lack of a formal system for a night and assistant managers created a conflict especially because this two personnel were selected and hired depending with their abilities to conduct duties of a regular employee, which lead to employee conflicts as most of those promoted were store mangers’ friends and relatives. Gusdorf (2008) notes that organisations should consider effective alternatives to recruiting like outsourcing or even adopting a contingent labor model as opposed to hiring regular employees to lead others at any given moment in time.

In relation to nepotism, which arises when there is the hiring of relatives to high positions, (Gusdorf, 2008) ascertains that the managers should become wary of possible civil rights violations given that in many of the States, it is illegal to discriminate in hiring based an individual’ s relations status. Lack of Proper and Formalised Training The store chain does not have a proper and formal level of training that is deemed necessary for all store managers. Subsequently, the existing employees are mostly university students that are yet to graduate as well as high students that are tasked with the less challenging jobs.

Given this scenario, it can be noted that the store’ s day-to-day operations are being conducted by personnel that do not enjoy any form of training in the food and beverage sector. Wscott (2011, p. 10) argues that proper employee training does not only improve on employee’ s acquisition of even newer skills but also it is a cost-effective model since it is a direct form of investment to the existing workforce. It pays off with improved productivity as well as fosters employee efficiencies.

Consequently, it offers a remedy for employee retention and promotions-from- within in comparison to the extra effort that is made in searching and having to retrain newly recruited personnel (Wscott, 2011).

References

List

Gusdorf, ML.2008. Recruitment and selection: Hiring the right person. SHRM. Retrieved on December 26, 2015 from http://www.shrm.org/education/hreducation/documents/recruitment%20and%20selection%20im.pdf

Ionuţ, P, Pandelica, A, & Negulescu, C 2008, 'THE PERFORMANCE OF HUMAN RESOURCES DEPARTMENT - THE PREMISE OF ORGANIZATION'S SUCCESS', Annals of the University of Oradea, Economic Science Series, vol. 17, no. 4, pp. 464-468

Mishra, K, Boynton, L, & Mishra, A 2014, 'Driving Employee Engagement: The Expanded Role of Internal Communications', Journal of Business Communication, vol. 51, no. 2, pp. 183-202

Nelson, P 2002, 'Staff performance raised by good bonus packages', Personnel Today, p. 2.

Tritch, T 2003, 'Engagement Drives Results at New Century', Gallup Management Journal Online, pp. 1-6.

Wscott, F 2011, 'The Importance of Training', Journal of Housing & Community Development, vol. 68, no. 3, p. 10

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