Expert answer:Course Project – Creating Action Plans
Expert answer:This year, Chip Widgets, Inc. released its first employee survey. The results reflected that the organization’s employees were not engaged or happy, and performance has been low across all teams. The new operations manager has been asked to create an action plan to get the company back on track. When developing the incentives to motivate employees, the goals of the incentives should be tied to goals of the company.For this assignment, you will be creating an action plan to improve satisfaction, engagement, and performance for the MBOs you created previously. Consider bonus programs that would incentivize the employee teams or other initiatives, yet keep the company profitable to prepare for growth and expansion. There must be a balance and the merits might all need to be performance based. If they are not purely performance based, provide a compelling argument as to why they are not.To complete this assignment, prepare a POWER POINT PRESENTATION: (12 SLIDES) that you will present to the new operations manager. In your presentation, present an outline of how you expect the operations manager to enhance employee engagement, satisfaction, and business results. Please include the following in your presentation:A cover slideAt least 2 slides that assess your expectations for the following measures: employee engagement, employee turnover, community involvement, and profit marginsAt least 2 slides that analyze how you as the HR manager will assist the operations manager with enhancing employee engagement, satisfaction, and business results in the companyAt least 3 slides that illustrate the creation of an incentive package that would improve the areas outlined above; if any of the incentives are not performance-based, provide a compelling argument as to why they are notOne slide discussing other initiatives that could be implemented to enhance performance and increase engagementA summary slide to reiterate the action planA slide containing at least two references from credible sources that you used in your research for this presentation, formatted according to APA standards.For all slides except the cover and reference slides, include a minimum of 200 words in the Notes section of each slide that explains your rationale and provides further details for the information included in your slides. This information would form the narrative of your talking points in an actual verbal presentation.*****PLEASE FOLLOW INSTRUCTIONS, NO PLAGIARISM, ATTACHED PRIOR PROJECT TO GUIDE AND INFORMATION WITH LINKS. MBOS MUST BE IN CHART, ATTACHED AN EXAMPLE.********
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RUNNING HEAD: BUILDING KPIS AND MBOS
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MODULE 4 COURSE PROJECT
BUILDING KPIS AND MBOS
B381/MAN3668 Section 01 Strategic Human Resource Management – Online Plus – 2017
Fall Mid-Quarter
INTRODUCTION
In essence, human resource strategy is usually tied increasingly to the company’s
strategic success as a whole. However, many business organizations consider the human
resources’ effectiveness as unquantifiable. The failure or triumph of the human resource strategy
can be analyzed or measured and critically analyze what type of metrics to consider, the human
resource can efficiently demonstrate its strategic importance (Koller, 2012).
METRICS
It is crucial importance to note that any HR process can be measured regarding
effectiveness, efficiency, and the impact on the company’s strategies. Gauging of these factors
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produces sets of standards, or standards of measurement (Koller, 2012). One of the standard
hiring metrics is the cost-to-hire. In other words, if a business organization’s supply store needs
to employ new retail sales manager, the HR department can involve in measuring the cost of
conducting the interviews, the cost of running advertisements, and in making final decisions in
determining the total value of the new hires.
ANALYSIS
The low cost-to-hire is considered as effective and efficient, but high cost-to-hire is not.
However, this does not necessarily mean that lowering the cost-to-hiring should always be
considered a priority. For instance, if new sales manager can be able to improve the store sales,
the hiring decision is regarded as sufficient. However, if they fail to do that, the hiring decision is
considered as ineffective. In most cases, an inefficient hiring decision can be regarded as more
efficient in comparison to the efficient one since the company benefits from employing the best
retail sales manager available even if the cost of hiring is high.
IMPACT
It is important to note that strategic HR is concerned with finding the key areas that can
have the most significant impact on the strategies of the company and make sure that the strategy
change by the HR policy. An HR department without strategic mindset can measure the
effectiveness and efficiency of hiring decisions but may fail to make consideration of its impact
on strategies. For instance, if the retail sales are at a higher percentage of total sales, the effect of
employing best retail sales manager can be considerably high. However, the impact of the hiring
sales can be relatively low if the Internet sales are critically important (Koller, 2012).
RUNNING HEAD: BUILDING KPIS AND MBOS
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BENEFITS OF KPIS
Key performance indicators represent the integral aspects of the business management.
Through advancing of the company’s key project aims and goals, the managers can be able to
enhance the company’s marketing competitiveness and market shares. Also referred to as the
critical success indicators, key performance indicators are mostly used by the organizational
businesses to gauging their progress toward their objectives and goals. However, KPIs differ
from one industry to another as well as organizations to organizations. The usage of KPIs within
the construction industry comes with many benefits (Koller, 2012).
PROBLEMS IDENTIFICATION
As a manager, KPIs can help the business in unearthing and solve any problem in the
construction business. Examples of such issues include dangers to the safety of the employees,
matters relating to labor productivity, and failure to meeting the customer’s expectations.
Identification of these problems helps to allow you in undertaking appropriate actions to
correcting them. For instance, KPIs promote your business in solving your customers’ concerns
through analyzing the feedbacks from the clients such that you can be able to tell whether you
are meeting their set expectations (Huselid, 2017).
How to measure and evaluate employee engagement, community involvement, turnover, and
profit margin for the company
Employee engagement
Employee engagement can be measured in many ways including:
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a) One-on-one – arranging meetings with the employees is an efficient way to measure employee
engagement
b) Pulse survey – frequent, shot studies are fundamental way of maintaining a consistent pulse in
the organization
COMMUNITY INVOLVEMENT
Community involvement can be measured should be measured by understanding the community
members. The company should take time to understanding the people in the community and
address their needs accordingly. This can help to create involvement that not only benefits the
people but also keep them coming back.
It is essential to break down your metrics to including:
a) What kind of industries the community attracts
b) The perspective of the customers
c) Whether the company is meeting the community members’ needs
PROFIT MARGIN
The gross profit margins express the company’s profit as the percentage of the overall sales
generated through revenue. The percentage help to allow you in comparing the business profits
of various sizes since the results are measured as a percentage instead of raw numbers (Huselid,
2017).
BENEFITS OF MANAGING BY OBJCTIVES
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In essence, management by objective is a practice through which the employees take part in
goals’ setting process. This enables them to align with the organization and in goals’ attainment.
MBO is purposely aimed at increasing and enhancing the organizational performance through
setting the goals of subordinates and managers in providing commitment and motivation and in
ensuring better communication between the subordinates and superiors.
MBO enables the organization to design the activities in a manner that the objectives and goals
can be attained efficiently while providing the sense of team spirit and involvement among the
employees. In this way, the employees are supposed to play their role positively. In other words,
MBO involves in making realistic plans and better decisions for the organization (Konsta, 2012).
For the new operations department, there are four MBOs, and the measurements align with
Chip’s Widgets, Inc’s business objectives a) Management by objectives – money drives the
business organization and its employees. The employees’ goals should coincide with the
company’s objectives. Management by objective is a style of management that uses goals and
objectives in a way that aligns with the business and employee’s objectives.
b) Productivity – employee productivity translates into profits for the business. To development
productivity objective, it is important to review performances, identify problems areas, and set
reachable and practical goals for the employees.
c) Hiring and retention – productivity is not the organizational management concern; objectives
can be created for other job’s aspects including hiring and retention. For instance, the
organization can set objectives to training employees on new technologies you intend to
implement in the workplace d) Other issues – objectives and goals are better means to addressing
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a weakness or problem in the organization. It is essential to tailor your objectives that address
specific concerns in the organization (Humble, 2010).
References
Koller, W., Schoenecker, M., & Hagen, M. (2012). U.S. Patent Application No. 10/135,890.
Humble, J. W. (2010). Management by objectives in action.
Konsta, K., & Plomaritou, E. (2012). Key performance indicators (KPIs) and shipping
RUNNING HEAD: BUILDING KPIS AND MBOS
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companies performance evaluation: the case of greek tanker shipping companies.
International Journal of Business and Management, 7(10), 142.
Huselid, M. A., Jackson, S. E., & Schuler, R. S. (2017). Technical and strategic human resources
management effectiveness as determinants of firm performance. Academy of
Management Journal, 40(1), 171-188.
Motivation
There are many different aspects to motivation. Let’s examine some common motivational
theories that help HR managers understand their employees and managers.
Theories Based on Perception of the Individual
The three theories discussed in the table below are based on the individual’s perception as it
pertains to motivation.
Theory
Explanation
What You Might Hear an
Employee Say
Equity Theory
Based on the concept or perception of
fairness. Employees will compare their
inputs and outputs to that of their coworkers
and search a reasonable view of balance. If
the balance is perceived not to exist, the
employee’s production levels will suffer.
“Why should I do all the work
when my coworker does not do
theirs?”
Expectancy Theory
Based on the individual’s perception of his
or her own ability to perform tasks and
receive a desired reward. This theory is
based on the individual’s effort,
performance, and desired outcomes. (How
much effort [input] do I need to put into my
task in order to receive the level of
performance [output] needed?)
“I can’t do it, so why bother?”
Goal Setting Theory
Based on a set of desired and reasonable
goals. In this theory, performance goals that
are met are reciprocated with feedback that
indicate progress toward goals. (You know
what your goals are; now, develop a plan or
strategy to attain them.)
“If I work hard enough, I will get
that bonus.”
Maslow’s Hierarchy of Needs Theory
Abraham Maslow first introduced his theory in 1954 as a hierarchy structure. He stated that
humans would evaluate their motivational momentums based on achieving each level of the
hierarchy starting from the most basic need: physiological.
Where do you fall on the pyramid for your current position?
McClelland’s Theory of Needs (“Three Needs”)
David McClelland (1917-1998) developed a similar theory based on three main motivators:
•
•
•
Need for achievement: An individual’s motivation comes from accomplishing tasks on
his or her own.
Need for affiliation: An individual’s motivation comes from a desire to form personal
close relationships or be a part of a group.
Need for power: An individual’s motivation comes from a desire to control the
behavior of others.
Herzberg’s Motivation-Hygiene Theory
Fredrick Herzberg proposed another motivational theory in 1959 known as the “Two-Factor
Theory.” He broke his theory into two branches:
•
•
Hygiene factors: Safe work environment, proper pay, benefits, and positive
relationships with coworkers
Motivator factors: Sense of responsibility, recognition, promotion, and growth
opportunities
He stated that once the hygiene factors were met employees would be more willing to enter into
the second tier and be more productive.
View the video below to learn more about the relationship between motivation and improvements
in workplace performance.
The Motivation-Performance Connection
Employee Engagement, Satisfaction, and Results
Employee engagement is defined as a positive work-related state of mind, while others take the
definition further and say it is the employee involvement and satisfaction with and enthusiasm for
their work (Bal, 2016). Either way, HRM’s involvement with balancing work obligations and
personal obligations pertains to retention, motivation, and production. Additional information here
on the keys to employee engagement:
The Seven Keys to Worker Engagement
Employee satisfaction, according to Susanty (2013), is linked to a pleasurable or positive
emotional state that results in an increase in job performance. The happier an employee remains,
the higher the level of performance from the individual.
Organizational leadership has taken note that HRM must continually review individual
engagement and satisfaction that have an impact on the bottom line.
Results
You have learned about the ROI of training and retaining employees; however, in many cases, a
bottom line review with regard to employee engagement and satisfaction is only natural.
Of course, employee engagement and satisfaction activities all come down to results. Whether
positive or negative, the results of plans, procedures, and workplace design determine HRM’s
impact to the bottom line. Sifting through this data can be challenging.
For further insight, read the article below.
Engagement Data is Languishing
Employee versus Management Engagement
Employee engagement affects productivity and other business outcomes. Managers also need to
maintain a level of engagement. Managers have to possess a combination of qualities or
attributes to aid in the motivation of others, overcome challenges, build trust, communicate
effectively, and hold themselves accountable. Castellano (2015) states three main focus areas for
manager engagement to aid in employee engagement:
•
•
•
Be open and approachable.
Help your employees set goals and work priorities.
Focus on individual employee strengths and positive attributes.
For more information in the realm of the value of engagement and managers role, read the article
below.
The Value of Engagement: Unraveling the Mystery
References
Bal, P. M., & De Lange, A. H. (2015). From flexibility human resource management to employee engagement and perceived job
performance across the lifespan: A multisample study.
Journal Of Occupational & Organizational Psychology, 88(1), 126-154. doi:10.1111/joop.12082.
Castellano, S. (2015). Good Managers Are Rare. (Cover story).
TD: Talent Development, 69(8), 12.
Susanty, A., & Miradipta, R. (2013). Employee’s Job Performance: The Effect of Attitude toward Works, Organizational Commitment,
and Job Satisfaction. Jurnal Teknik Industri, 15(1), 13-23. doi:10.9744/jti.15.1.13-24
Retrieved 7/28/16 from
http://ezproxy.rasmussen.edu/login?url=http://search.ebscohost.com/login.aspx?direct=true&db=a9h&AN=91744971&site=ehost-live
Enhancing Employee Performance
By now, you know that employee engagement and satisfaction affect performance. Many
companies look to improve employee performance in a positive manner due to the positive
business outcomes across the organization. Slemp (2014) discusses six factors of positive
enhancement in the workplace for the individual:
•
•
•
•
•
•
Self-acceptance
Purpose in life
Autonomy
Personal growth
Environmental mastery
Positive relationship with others
HR managers can review plans, policies, and procedures in employee handbooks to aid in these
areas to enhance employee performance.
Work-Life Balance
One area of focus for employees and HR managers is the idea of “work-life balance.” Creating
awareness and communication of the activities toward a work-life balance is important to aid in
employee enhancement.
Work-life balance can be defined as finding a balance between work and personal lives. Another
way to define it is that your entire life should not be all about work to where your personal life,
relationships, or health suffer. Many HR managers have created programs or policies that help in
managing these areas for employees.
Creating awareness and communication of the activities toward a work-life balance is important to
enhancement of employee performance. Yeager (2016) suggests five ways to increase employee
enhancement:
•
Leverage the legacy data: Use earlier employee engagement surveys or data to
understand what and how employees interact with the organization to develop a
baseline.
•
•
•
•
Walk a mile in executive shoes: Understand the gap between executive supports for
employee engagement efforts. Executive managers have other areas to focus on and
HRM may need to take the lead.
Develop an employee assessment strategy: Determine areas where a former
assessment strategy fell short and provide an alternative approach to future
assessments to ensure capture of the right data.
Build and present a business case for change: Determine where areas of past data
failed and why these areas should be redeveloped for increase employee
enhancement.
Execute strategy and establish employee engagement plan: Establish and execute
the new engagement plan.
Some additional practitioner points stated by Bal (2015) describe three main areas:
•
•
•
Enhance worker engagement and performance by attracting younger generation
workers and retaining the older work force.
Ensure that your organization’s HRM is flexible to accommodate diverse global worklife balance needs.
Communicate these programs to employees to make sure they not only understand
the programs offered but also take advantage of them.
References
Slemp, G., & Vella-Brodrick, D. (2014). Optimising Employee Mental Health: The Relationship Between Intrinsic Need Satisfaction,
Job Crafting, and Employee Well-Being.
Journal Of Happiness Studies, 15(4), 957-977. doi:10.1007/s10902-013-9458-3
Yaeger, T. F., & Sorensen, P. F. (2016). Enhancing Employee Engagement Efforts.
OD Practitioner, 48(2), 48-51.
Zager Kocjan, G. (2015). Disentangling the Overlap Between Employee Engagement and Passion.
Psihologijske Teme / Psychological Topics, 24(2), 233-258.
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