2. LOGO AREA
+55 32 3836 55 55
+55 32 9685 55 55
Default address Avenue, 4214,
Postal code 80.250-210 / Curitiba PR BR
www.default.com
___________________________________________
__________
Slide Name Slide No.
1. Company Background 3
2. Problem Statement 4
3.
Explanation of Findings (Leader/Follower – Perspective)
5
4. Explanation of Recommendations 6, 7
5. Success or Failure of Change Efforts 8
6. Ethics & Organizational Assessment 9
Presentation Agenda
3. LOGO AREA
+55 32 3836 55 55
+55 32 9685 55 55
Default address Avenue, 4214,
Postal code 80.250-210 / Curitiba PR BR
www.default.com
___________________________________________
__________
Company Background
Focus
Research &
Development
Expansion to
International
Markets for
Manufacturing
Mission
Leading edge
R&D Agency
exceeding ISO
9000
Standards
Innovative and
team-oriented
environment
Purpose
of Consultant
Assessment &
Review
Proposal of
Interventions
4. LOGO AREA
+55 32 3836 55 55
+55 32 9685 55 55
Default address Avenue, 4214,
Postal code 80.250-210 / Curitiba PR BR
www.default.com
___________________________________________
__________
Problem Statements
Problem
• The problem is the recruitment
and selection process within
Riordan Manufacturing lacks
structure for recruiting internal
candidates. 6
Problem
• The problem is Riordan
Manufacturing lacks an effective
performance improvement system
that prepares employees for
growth opportunities. 6
5. LOGO AREA
+55 32 3836 55 55
+55 32 9685 55 55
Default address Avenue, 4214,
Postal code 80.250-210 / Curitiba PR BR
www.default.com
___________________________________________
__________
Studies show that there is a linkage
between satisfaction and
performance. 1
Leader / Follower - Perspective
Explanation of Findings
Recruitment
& Selection Performance
System
11. LOGO AREA
+55 32 3836 55 55
+55 32 9685 55 55
Default address Avenue, 4214,
Postal code 80.250-210 / Curitiba PR BR
www.default.com
___________________________________________
__________
References
1. Avolio, B., & Yammarino, F. (2002). Transformational and charismatic
leadership: The road ahead (2nd ed.). Bingley, UK: Emerald.
2.Fenton, A. (2005). The national recruitment of trainee forensic
psychologists in prisons and probation. The British Journal of Forensic
Practice, 7(1), 3-12. Retrieved from
http://search.proquest.com/docview/213081483?accountid=458
3.Gebauer, A. (2012). Mindful organizing as a paradigm to develop managers.
Journal of Management Education, 37(2), 203-228. doi:
10.1177/1052562912458573
4.Moseley, J. L., & Dessinger, J. C. (Eds.). (2010). Handbook of improving
performance in the workplace: Vol. 3. Measurement and evaluation. San
Francisco, CA: Pfeiffer.
5.Salem, P. (2008). The seven communication reasons organizations do not
change. Corporate Communications, 13(3), 333.
6. University of Phoenix. (2005). Virtual organization portal: Riordan
Manufacturing. Retrieved from University of Phoenix, ORG727 -
Organizational Diagnosis and Intervention website.
Hinweis der Redaktion
Hello my name is Juana Nunley. I am presenting to you the solutions and intervention of today for Riordan Manufacturing. A little background about me. I have been involved in organizational diagnosis for over 3 plus years. I have a range of experience in organizational change and driving change initiatives for all types of businesses. I am delighted to be selected as a part of the change team for Riordan Manufacturing. Please join me as I present to the change team the direction I propose as next steps in Riordans transformation.
Today we have a pretty lengthy agenda for the next 10 minutes of your time. We will go over company background that has led us to the problem. Then, we will review two different problem statements in relation to the issues. After the problem statement, we will review an explanation of the findings and review leadership perspectives. This will lead us into the recommendations Nunley & Associates has for Riordan in the form of interventions for each problem. Then we will discuss successes and failures of change efforts. This topic will lead us into the importance of ethics in organizational assessment and evaluation. As a closeout to this presentation Nunley & Associates will propose options for performance improvements as a solution to the problems stated earlier in the presentation.
Riordan Manufacturing has situated the organization as a global manufacturer and research and development corporation through out the globe in Georgia, Michigan, and recently in China (University of Phoenix, 2005). At the onset, Riordan Mfg was focused on research and development and expanded into positioning themselves as a international manufacturer. In addition, the purpose of Riordan is to be industry leaders in the use of polymer materials for the customer’s advantage. With over 550 employees, Riordan assures that they will maintain an innovative and team-oriented environment through communication and a supportive atmosphere. Nunley & Associates was called in to review your company information and data. The data reviewed allowed our organization to make a comprehensive assessment were the employee performance evaluations, company survey data, internal communications, and a review of policies and procedures.
Nunley & Associates identified the first problem within the recruitment and selection practices through a review of systems components recognized by Moseley & Dessinger (2010). We found the systems theory important to the identifying the issue because of the study to independent variables that affect the recruitment process and would help to provide clarity of the issues in the system (Moseley & Dessinger, 2010). The second problem is easily identified through the review of organizational data. The performance evaluation system Riordan currently uses does not focus on individual development and improvement. The performance improvement theory is relevant in the assessment for Nunley & Associates to determine effective principles to resolve performance issues.
Riordan currently recruits employees outside of the organization for entry-level positions. Even with a low turnover rate and employees working for the company longer than two years, the company is not promoting from within (University of Phoenix, 2005). This indicates the lack of an effective performance improvement system that prepares employees for growth opportunities within the organization. Riordan Manufacturing prides itself on effective employee relations; however, the performance reviews identify an underlying issue. Although Riordan has an “open-door” policy, a policy does not exist that allows employees to grieve supervisory decisions. Different parts of the organization are treated differently and have a different structure within operations. An explanation of the findings are shown through a review of the data from the employee satisfaction surveys, which show that morale, connection to organization, and job fit has gone down significantly since 2010. The latest annual performance reviews outlined organizational challenges involving effective data collection techniques and the use of the information to solve problems (University of Phoenix, 2005). Other challenges identified by employees are the lack of opportunities for advancement within the organization. The employee satisfaction survey also provides results that identify low employee morale. The review of the Riordan initiatives provided a clear synopsis of the organizations strategic focus. The strategic goals do not seem to correlate with the performance needs identified throughout the organization. Studies show that there is a linkage between satisfaction and performance. The satisfaction involves leader-follower perceptions. There is charismatic leadership and then there is charismatic followership (Avolio & Yammarino, 2002), which takes it shape in various forms of trust, beliefs, acceptance, affection, willingness, identification, and emotional involvement.
Nunley & Associates first recommend the use of competency assessment to the recruitment and selection problem. The use of this tool is useful for the valuation of needs for employee selection and advancement. The purpose of this intervention is to recruit and retain a diverse level of employees as well as determine promotion methods within the organization. The assessments we will put into place will measurejob-specific skills and competencies that can be applied to a large variety of tasks (Fenton, 2005). The 2nd recommendation for this issue is the use of manager development as an intervention process to builds manager competency to improve the organization. In order for Riordan to promote leadership action-learning methods will help focus on awareness and individual performance advancement within a specified work environment. This improves skill attainment and ensures the leader-follower remains functional during the change process (Gebauer, 2012).
As a solution to the performance system issue, Nunley & Associates recommends succession planning to Riordan Manufacturing to develop a process for developing individual performance. Succession planning as a talent management tactic that will ensure performance of an organization or department. A full-circle assessment is completed in order understand a full range of competencies needed within the organization. Each employee is provided with an individual development plan that will deliver recommendations to the employee for performance improvement. The second recommended solution for Riordan Mfg for an improvement system is to establish a collective set of outcomes in order to enhance performance. This is an evidence-based design that Riordan can find useful a positive resource to improve employee performance. It will be important for Riordan to assess and identify internal resources helpful to the improvement of performance of their employees. As a result, Riordan will see an improvement in employee morale, job satisfaction, and motivation to perform to expectations.
Communication is the number one reason that companies fail or succeed in their change efforts. The driving and restraining forces to communication during change efforts are culture and behavior, distrust, insufficient communication, and lack of communication skills (Salem, 2008). The culture and behavior of the organization is created through organizational identity and perceptions within the organization. This is created through interaction and communication and will be fundamental to Riordan’s change initiative. When communication is not sufficient enough, then it causes uncertainties in the process. Communication is the social process within the change environment to help the employees make sense together (Salem, 2008). Organizations typically don’t change when there is failed communication because employees are not getting enough information about the changes (Salem, 2008). As the process of change forms and the intervention to develop performance outcomes unfolds, trust will be important so that expectations and assumptions are received positively (Salem, 2008). In addition, during the assessment of competencies, it will be valuable to evaluate communication skills as they are related to competence.
There are important standards and ethics in assessing performance improvement (Moseley & Dessinger, 2010). Evaluation and measurement should be apart of the culture. People are the variable factors and that varies significantly and that is why ethics is important in making human assessments (Moseley & Dessinger, 2010). A code of ethics would be beneficial to Riordan Manufacturing and ethical considerations are important in the implementation of performance improvement systems, during the collection of data, while analyzing performance, and when reporting findings (Moseley & Dessinger, 2010). Ethics is the principle of behavior that governs individuals and groups (Moseley & Dessinger, 2010) and are fundamental to successful implementation of Riordans change process.
