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Case Study Analysis Paper - Essay Example

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Case Study Analysis Name COM/315 November 13, 2011 Case Study Analysis Doug Dever was hired by DEF, INC. as the new Human Resources Director. As a part of his duties as director of the Human Resources Department, Doug decided to conduct a monthly orientation for new employees…
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Case Study Analysis Paper

Download file to see previous pages... Doug will be required to conduct a diagnosis of the newly initiated orientation program and the prevailing work environment so that he can identify the problems contributing to the poor employee participation. A diagnosis will help Doug determine whether or not his program or the work environment or both are causing problems relative to participation in new employee orientation program (Jackson et al, 2011). It is only after Doug has conducted a diagnosis of the program and the employee work environment can he effectively construct an action plan (Jackson et al, 2011). Doug must be careful however, to check the results and look for additional information which can identify other “aspects of the problem” (Kubr & Prokopenko, 1989, p. 67). Doug will have to take into account a large spectrum of variables. As von Hippel (1994) informs, in order to solve a problem, information is needed and problem solving “capabilities” must be utilized (p.429). In this regard Doug will be required to process the results of his diagnosis and reevaluate six specific facts of a workable strategy: stated goals; diagnosis of the environment; strategizing; evaluation of the strategy; implementing his strategy; and control of the strategy (Schendel & Hofer, 1979). In strategizing, it will be entirely necessary for Doug to take account of the people that he seeks to set goals and strategies for: new employees. In anticipating and setting strategies for new employees and the work environment, it will be necessary for Doug to take into account pre-employment expectations, experiences following employment and any gaps that might influence new employees’ morale (Sutton & Griffin, 2004). For instance, high expectations prior to entering the workplace may not have been fulfilled and thus employee motivation and morale might be low. Doug’s strategy may have to be reorganized around reaching out to employees as a means of motivating employees rather than merely orientation strategies. In other words, a diagnosis of the program and the employee’s environmental conditions might inform Doug that his program does not correspond with the experiences of the new employees. Thus an action plan will have to take these factors into consideration. Doug must take all reasonable steps to ensure that he is responsive to the lack of participation by new employees. If the problem turns out to be a mere scheduling problem he might want to reschedule his program so that it accommodates the schedules of a majority, if not all of his new employees. Scheduling may only be one of the problems that require Doug’s attention. It might also be a problem with the gap between pre-employment expectations and post-employment experiences. A review of the literature informs that there are a number of solutions that Doug may consider and these solutions relate to long-term solutions that are built into the working environment. First and foremost, the idea is to create a culture that transfers motivation and learning throughout the organization by virtue of a socialization and invocation process. This can be accomplished by virtue of building competency within the organization “among employees and local supervisors” (Forman & Jorgensen, 2001, p. 71). It is also necessary to encourage employee involvement in the planning and execution process relative to tasks and ...Download file to see next pagesRead More
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