Soton Data as a Large Computer Firm - Essay Example

Soton Data, is a large computer firm, that trains mainframe computer operators. It has encountered a persistent problem in the last twenty years whereby they were providing the best training for computer operators and they needed them for their own purposes but they lost a significant fraction of their trained operators to their competition and to other firms who were anxious to have Soton Data trained specialists. Whilst training is meant to benefit the parent organisation, in this case it is not a profitable strategy. Against this background, this essay seeks to suggest some alternative or complementary strategies that can be put in place to deal with the problem. It begins by explaining the meaning of training then followed by an analysis of the measures that can be implemented in order to avert the problem. Swanepoel et al (1998) define employee training as job related learning that is provided by the employers for their employers and the aim is improvement of the employees’ skills, knowledge and attitude so that they can perform their duties according to the set standards. Successful training begins with the needs assessment to determine which employees need to be trained and what they need to be trained to do. Training is further divided into two categories namely general training and specific training (Baron &Kreps 1999). General training is primarily concerned with improving the knowledge of the employees in their day to day operations such that they keep pace with the standard expectations. Specific training is mainly intended for specific people so that they will acquire specialised skills that that are vital in the strategic operations of the organisation. An analysis of the training needs often leads to the formulation of a set of objectives which clearly state the purpose of the training and the competencies required of the trainees once they have completed the training program. Swanepoel et al (1998) posit to the effect that needs analysis of training requires time, money and expertise. Just like the case of Soton Data, it is unprofitable to train people who will leave the organisation unexpectedly hence the need to put some measures that can act as remedies to the situation. In order to avert the chances of employees leaving the organisation, it is imperative to motivate them so that they can have a sense of belongingness to the organisation therefore can stay longer. Basically, motivation is loosely defined as a state arising in processes that are internal and external to the individual, in which the person perceives that it is appropriate to pursue a certain course of action directed at achieving a specified outcome and in which the person chooses to pursue those outcomes with a degree of vigour and persistence,” (Rollinson: 2001 as cited in Werner 2007). In this particular case, incentives such as drives can be put in place in the short term so as to appeal to the interests of the employees to stay long within the organisation. Werner (2007) describes a drive as a push factor that pushes someone to act in a particular manner and if there is promise of reward that person would be motivated to pursue that drive. Specific compensation schemes can be put in place such as pay for performance that is meant to entice the employees to put maximum performance in their operations when they are that they will get a reward out of their sterling effort in their work. Whilst there are many factors that motivate the employees, it can be noted that the financial reward is the most prominent motivator among the employees in an organisation regardless of the position they occupy. Highly skilled employees expect to get salaries that are commensurate with their skills and input to the organisation as a whole. Soton Data can put measures that are meant to give reward to those with outstanding performance as a way of motivating them to remain with the organisation. It can also be recommended that senior employees should be paid according to their importance as well as contribution to the organisation. Merit pay can also be given to those employees that display outstanding performance in particular tasks assigned to them as a way of motivating them to have a positive sense of belonging to the organisation. Skilled workers in the organisation are not only motivated by financial gains alone but things like promotion will play a major role in influencing them to remain as part of the organisation. Promotion to higher positions is seen as a source of status as well as prestige and this is a great motivator to the workers. The higher position held by especially skilled workers is often associated with the level of importance of that person to the organisation. A person who is treated as a valuable asset to the organisation will feel highly motivated and can identify with the organisation given that he is part of it. This is very useful to both the organisation and the employee in the long run. If the skilled workers at Soton Data are given the autonomy to make decisions in their own capacities, they will have a feeling of responsibility within an organisation which is complimented by the aspect of status. Over and above, it is recommendable for Soton Data to consider initiatives which give their skilled workers the ability to make decisions or at least influence the decision making process as a way of creating a sense of belonging to the company which in turn highly motivates them. If this strategy is properly implemented, both the employees involved and the organisation are set to benefit from the initiative. The organisation will not lose more money for regular training of people who will live the organisation but these will stay within the organisation as valuable assets which will contribute to the growth of the organisation. The employees themselves will also benefit from growing within the organisation where they can realise higher needs such as self esteem which determines the status as well as level of importance of them to the organisation. References Baron, J. and D. Kreps. (1999). Strategic Human Resources: Frameworks for General Managers Lazear, E., 1998, Personnel Economics for Managers (PEM) Swanepoel B.J (Ed) (1998). Human resources management: Theory and practice. Juta. Werner A. Et al (2007). Organisational behaviour: A contemporary SA perspective.2nd Edition. Van Schaik Publishers. Read More