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MBA530r4GapAnalysisWk4 - Gap Analysis Riordan Manufacturing...

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Gap Analysis: Riordan Manufacturing 1 Running head: GAP ANALYSIS: RIORDAN MANUFACTURING Gap Analysis: Riordan Manufacturing Nicholas Belcher University of Phoenix
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Gap Analysis: Riordan Manufacturing 2 Gap Analysis: Riordan Manufacturing Riordan Manufacturing ran into some problems in attaining their goals of becoming a global leader in the plastics industry. Sales have been inconsistent since with their recent changes in implementing self-directed work teams. Internal communication problems between management, the human resources department, and the employees have put a hold on moving in the right direction. In this paper, the situation will be addressed more thoroughly. A look at all the stakeholder’s perspectives and the ethical dilemmas that are present are described. The real problem that is affecting the end-state vision and the gap analysis will be revealed. Situation Analysis Issue and Opportunity Identification Riordan Manufacturing hired Barbara Masterson, Human Capital Consulting's Senior Consultant, to review the current compensation system and suggest changes. Barbara conducted an employee satisfaction survey to determine any necessary changes, and to make recommendations to Riordan Manufacturing’s management team. “It is important to acquire information about the total compensation package for the benchmark jobs in each surveyed company. This is necessary for an accurate judgment about how a firm’s compensation matches up to that of other firms” (Dreher &Dougherty, 2001 p18). The employee satisfaction audit for Riordan Manufacturing determined that the pay levels seem to be below market in some cases. Employees have begun to look for other positions because they believe that they can make more money elsewhere. Some employees have admitted to being contacted by headhunters. These employees have been convinced to stay at this point, but this could become a growing trend.
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Gap Analysis: Riordan Manufacturing 3 Management will have the opportunity to lower turnover by keeping their pay levels externally competitive with other markets. “To summarize, managers must decide on an external competitiveness pay policy: whether to meet, lead, or lag market pay levels for a particular job class. Pay surveys are a tool for implementing and maintaining this paylevel policy” (Dreher & Dougherty, 2001 p18). The employee satisfaction audit also determined that the pay levels seem to be tied more to seniority than to performance. Seniority based pay in this scenario may be linked to the lower motivation issues. “Most managers understand that pay can be a powerful tool for enhancing employee motivation. To put it more precisely, pay and other rewards can stimulate employee effort toward reaching key goals—such as high performance” (Dreher & Dougherty, 2001 p34).
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