Problem-Solving Scenario - Essay Example

Essay 5: Problem-Solving Scenario Introduction One strongly believes that every individual, at some point in one’s life, has encountered challenging situations and problems. Even children, at very young ages, could perceive that being given the option to choose from among alternatives (a bar of chocolate or a piece of cake) already pose the need to reflect and decide. At the onset, problems are often manifested in the form of a confounding issue concerning a particular person or situation. These pressing challenges could be confronted in one’s domain: either at home, in the academic setting or in the workplace. In this regard, the aim of the current essay is to proffer pertinent issues exemplified as problems within one’s work setting; to identify the alternative courses of action; to evaluate these options by providing pros and cons; and to finally recommend the best possible solution. Problem Definition Who: The persons affected by the problem include me and my co-workers and expand to management and other stakeholders who we regularly interact with in the organizational setting. What: There are symptoms that emerge such as poor attitudes in the workplace (always complaining); no dedication (only there for a paycheck); co-workers looking at other workers’ performance but fails to focus on one’s job; high turnover; low productivity and therefore contributes to below average financial returns. When: The problem actually persisted since higher management fails to design and implement a motivational and performance evaluation program and that would recognize and reward exemplary performance and apply sanctions for employees who consistent perform below par. There is also failure on the part of management to present a Code of Discipline for the employees that contain sanctions for violating company policies and a set of benefits and rewards for exemplary performance. Where: As indicated, this problem exists in one’s work setting. As recognized, the symptoms such as high turnover, low productivity, low performance and no commitment or concern are manifestations of a greater problem. The root cause for all of these is the failure of management to design and implement motivation and performance evaluation programs that would gauge the performance of all personnel and motivate all workers to perform according to what the organization needs to achieve. In this regard, this is a motivational problem and leadership problem. Alternative Courses of Action 1. Status Quo: This course of action simply ignores the problem. Nothing is proposed to be done. Nobody stands up to recognize the problem and allows the employees to perform below par. The advantage of this option is that there would not be any disruption in the present set-up; as no proposal for change is suggested. On the other hand, the disadvantage of this option is that continued high turnover would result in lower productivity and the continued lack of motivation would cause lower morale. The result would be lower financial returns and possibly financial losses, in the long run. 2. Get out of the Organization by Resigning: This course of action would enable one to relieve oneself from the burden of seeing and experiencing unproductive colleagues who are indifferent; always complaining and exudes low morale. The advantage of this option is that one could possibly find employment in other organizations with more positive working environment with high morale and with an effective motivational system in place. Likewise, the disadvantage of this option is that one could not find an immediate replacement of one’s employment and could end up unemployed and unproductive. Further, this option would not solve the problem in the organization. 3. Send a Formal Advice to Management: This course of action aims to make the management team aware of the low morale and low performance due to the lack of motivation exemplified through ineffective performance evaluation, a system of rewards and punishments, and the application of an effective leadership style. The advantage of this option is that the management team would be apprised of the need to change. Transformations could come in the form of proposing that motivational programs and incentive schemes be instituted to reward employees for exemplary performance. Likewise, there is also a need to propose an implementation of a performance evaluation system to measure the abilities of the workers to comply with their respective responsibilities against set standards and objectives. Those employees who excel in performance must be acknowledged and rewarded through monetary or non-monetary benefits; and those who remain to perform below par should be given sanctions ranging from warning, reprimands, suspension and firing, as deemed required. A Code of Discipline must be designed and implemented to guide both management and employees on the expected work behavior, adherence to policies and procedures; and application of rewards and sanctions. In the long run, an effectively designed motivational and performance evaluation system would lead to higher productivity, lower turnover, higher morale, and the ability to generate financial rewards. The disadvantage of this option is that this would not be implemented immediately as a set of policies, procedures, and systems for performance evaluation and motivation would be developed. Further, management might not deem it necessary to go through with all these changes as it could be costly to develop and could disrupt their current operations. Recommendation From the three alternative courses of action, the third option: sending a formal advice to management to make them aware of the problem and to institute the new set of policies, procedures and systems for performance evaluation and motivation, as needed, is the best solution. The advantages were clearly identified in terms of lowering the turnover, as employees become acknowledged and rewarded, they would perform well and increase productivity. This would be converted to higher returns and greater financial profits; which far outweigh the costs of implementation. If someone from management would counter these arguments, one would simply identify that the current situation does not lead to positive returns as evident from the higher turnover and lower financial returns. Eventually, when employees become increasingly fed up with the current system, management would incur greater costs for hiring new recruits frequently and for training. Likewise, low morale contributes to low productivity and greater possibilities for financial losses. The suggested change is therefore eminently needed as this would contribute to the solution of the problem and the overall growth and success, not only of the employees; but more so, of the organization, as a whole. Read More