Role of Communication in the Achievement of the Company Goals - Essay Example

November 11, Business Communication Introduction Communication played an important part in the achievement of the organizations’ prescribed goals and objectives (Moritz, 2014). The paper delves on the one bad thing, high employee turnover ratio. The paper focuses on the company’s response to reduce the number of employee resignations. The results of the surveys were used as basis for constructing the effective responses. Management’s employee-based communication responses contributed to the effective attainment of the Price Waterhouse Company’s preset objectives and goals. Bad thing that occurred requiring Price Waterhouse Company’s Public Response In the article How I Did It…, there was a high turnover rate among the young professional employees of Price Waterhouse Company (Moritz, 2014). The employees’ personal work goals significantly differed from the company’s organizational goals and objectives. The company prioritized quantity of work output over the quality of work output. Management preferred its employees worked for more overtime hours. With more overtime hours, more accounting and other business-related tasks were accomplished. However, the employees’ overtime hours unfavorably countered the employees’ having a close knit family and more personal life time. Some employees preferred to stop work after rending eight long quality hours each day. The average employee preferred leaving the company after the labor law’s required eight working hours to be with loved ones. Summary Response by Price Waterhouse Company To reduce the employee turnover ratio, a survey was conducted to determine the reasons behind the mass early exodus of valuable and bright employees (Moritz, 2014). The survey showed the majority of the new recruits left Price Waterhouse within less than three years. The employees felt they did not see a long fruitful future in the company. The disheartened and bored employees did not find the company offer job flexibility. Next, the young employees’ preference for a balanced work and personal life experience opposed the Price Waterhouse’s prioritizing more hours allocated to work and lesser time allocated for family gatherings and other personal matters. The survey indicated that the survey results were replicated in other branches located around the world. One of the branch areas is the Europe work environment. Another branch area is the United States work environment. A third branch area is classified as the Asian work environment. In response to the above issue, management officers favorably (positively) offered more incentives to the hardworking employees (Guffey, 2012). The incentives included the employee’s rewards preferences. The very productive company employees were made to choose which rewards will be given. The employees were made to choose their rewards in the form of cash, product packages, gift cards, or preferred charitable organization. The employees were given transparently morale-boosting compensation packages. The management strategy influentially reduced the number of employee resignations (Moritz, 2014). Next, the management officers transparently indicated the equivalent rewards for each highly productive employee (Lehman, 2010). Consequently, the employees felt reassured that their hard work will result to a foreseeable promotion, increased salaries and additional fringe benefits. Consequently, the employees eagerly devote allocated more quality time to the company (Loewy, 2010). For bored employees, they were allowed to shift to another job within the company’s workforce (Moritz, 2014). Such management action persuaded the bored employees to try the new job responsibilities, removing their boredom. Consequently, more bored employees decided not to transfer to the more exciting jobs offered by other companies. The survey showed the young employees wanted to contribute more to the company’s overall action (Moritz, 2014). The majority of the young employees wanted to feel important within the Price Waterhouse work scene. Feeling important means the employees wanted to take part in the company’s overall information gathering, strategic planning and strategic implementation processes. By accepting the diverse inputs of the young employees, the employees felt they are more important parts of the company’s overall strategic management’s operational successes (Bovee, 2013). In response to the above issue, the company favorably (positively) allowed the young professionals to take more active part in the company’s decision making processes (Moritz, 2014). Management sought the employees’ valuable inputs. The inputs included the recommendations, suggestions, complaints, praises, and other comments related to currently discussed company issues, standards, procedures, and other policies. In one occasion, the management officers’ human resource strategy included eagerly persuading the employees to give their uncensored inputs on how to human capital needed can enhance the achievement of the company’s established organizational goals and objectives (Moritz, 2014). The employees were asked to contribute their share to generating the company’s next $100 million investment idea. Some employees’ enthusiastically offered compelling suggestions. Surprisingly, an estimated 69 percent of the company’s line and staff employees contributed their own diverse ideas on how to successfully achieve the $100 million idea. The strategy reduced employee resignations. Lastly, the company favorably (positively) offered the employees the right to take more time for personal reasons (Moritz, 2014). The personal reasons included allowing the employees the right to go home after eight hours of work. Employees who wanted to leave the officer early in order to attend certain family emergencies or occasions were eagerly permitted. Employees were encouraged to attend weddings, burials, and other emergencies. In response, the employees were more productive (Moritz, 2014). They sensed that they are not forced to choose between work responsibilities and personal affairs. The employees felt that the company cares for the personal affairs of the employees. Consequently, employee resignations were reduced. Critique of the Price Waterhouse Responses The Price Waterhouse management communication strategy responses are effectively correct. The communication strategy responses effectively reduced the number of young employee resignations (Moritz, 2014). By increasing the salaries and benefits of the hardworking employees, the employees happily feel management acknowledges their contribution to the attainment of the company’s overall global organizational goals and objectives (Gopal, 2009). By inspiring the employees to contribute their recommendations or opinions, the employees happily feel they viably contributed to the improvement of the company’s operations. By offering reward choices to the deserving employees, the employees can freely pick their own rewards. By offering other job placements within the organization, the bored employees can transfer to more challenging and personally rewarding jobs within the Price Waterhouse work environment. Conclusion Based on the above discussion, communication forms an important aspect in the fulfillment of the organizations’ established goals and objectives. The company suffers from high employee turnover ratio. A survey indicated the reasons for the high turnover ratio. The survey results were used to effective implement a realistic response to the avoidable employee turnover ratio. Evidently, Price Waterhouse Company’s management’s employee-grounded communication responses effectively reduced the number of employee resignations, ensuring better attainment of the Price Waterhouse Company’s prescribed objectives and goals. References: Bovee, C. (2013). Business Communication Essentials. New York: Prentice Hall Press. Gopal, N. (2009). Business Communication. New Delhi: New Age International Press. Guffey, M. (2012). Essentials of Business Communication. New York: Cengage Learning. Lehman, C. (2010). Business Combinations. New York: Cengage Learning. Loewy, D. (2010). Business Communication: Process and Product. New York: Cengage Learning Press. Moritz, B. (2014, November ). How I Did It. Harvard Business Review , 41-44. Read More