Al Jazeera Electromechanical Company: People’ Resources

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Criteria 3: People

One of the most valuable assets of an organization is its people. They are the ones who cause the existence of an organization.

People resources are planned and managed and improved.

In practice, people in excellent organizations:

  • Have a detailed job analysis for the people to be employed. The job analysis details the job description.
  • Plan for manpower which involves forecasting human resources
  • Match the human resource supply with the demand. Company future demand and internal supply, manager are able to know if they are predict any shortfall or overstaff.
  • On recruitment of employees they are oriented to the organization. This is done through the induction process.
  • Develop people on the technical and operational skills they need for the job.
  • Maintain people through effective compensation, benefits and career planning.

Strengths

3a. Strengths Appr. Dep. Ass. & Ref.
sd int im sys me le imp
S1 AlJazeera Electromechanical Company has more than 1000 employees and it has manager to diversify and grow overtime. Meaning new skills have been developed as the company expanded at every stage. XX XX
S2 Adoption of the DQA frame work in 2009 adds to the company competences and the staff. XX XX XX
S3 Senior Managers have been able to attend development programs. This keeps them informed on the changes in the market. In so doing they can make informed decisions. XX XX XX XX
S4 Having implemented quality management standards and being ISO certified is evidence that the staff are competent. This is also evident in there Oil and Gas division where they are Market leaders in precision and on time delivery XX XX XXX XXX
# Area for Improvement RADAR
Approach Deployment Assessment & Refinement
So In Im Sy Me L&C I&I
AFI1 Provide opportunities for the people to in other functions of the business. This may involve activities like job rotation.
AFI2 Assess the current training need of the employees and setting out training and development plans which put those needs in to consideration.
AFI3 Reviewing compensation packages in line with prevailing market conditions. For example in times of high inflation, adjust salary and benefits.
AFI4 People change jobs overtime. Few people work the same jobs their entire career. There is need to determine career planning needs.

People’s knowledge and competencies are identified developed and sustained

In practice, excellent organizations

  • Develop talent pools. This is achieved by organizing seasonal written and oral tests to identify areas of individual strength.
  • They develop succession plans by grooming direct reports to take over from current managers this avoids there being gaps in case of retirement, transfer or staff leaving the organization
  • Fund personal development programmes for employees for instance post graduate or doctorate courses.
3b. Strengths Appr. Dep. Ass. & Ref.
sd int im sys me le imp
S1 Al Jazeera has four divisions. This the staff an opportunity to work in the all the divisions from which they can identify where they can excel most. XX XX
S2 The divisions also provide an opportunity for staff to switch to more challenging roles in another division after working in one division for a long period of time. XX XX XX
S3 Providing electrical services and maintenance services means staff have to have the technical expertise in this areas. This includes any new equipment installations. XX XX XX XX
S4 Certifications on health and safety and environmental standards put the company at a competitive edge. Employees have to implement the standards requirements. XX XX XXX XXX
3b. Areas for Improvement RADAR
Approach Deployment Assessment & Refinement
So In Im Sy Me L&C I&I
AFI1 Consideration should be made in company budgets for educational funds. This will make it easy for staff to advance personally and professionally.
AFI2 Introduce internal learning development plans which allow employees to seek attachment in other departments within the organization. This will motivate staff since it provides an opportunity to work in various areas in the organization.
AFI3 Employees who have excelled exceptionally in their current roles. This will provide them with a challenge and hence reduce the level of attrition.

People are involved and empowered

In practice, excellent organizations

  • Democratize the decision-making processes. In so doing employees identify with goals and aspirations of the organization since they were involved in their development.
  • They acknowledge and award staff contribution that has brought success to the organization
  • Share in the profits of the organization during good years. In so doing employees feel part and parcel of the organization during times of losses and profits.
  • Management is not by red tape. People are encouraged to be their own managers. This empowers them to make informed decisions and encourage innovation (Jackson 2001).

Strengths

3c. Strengths Appr. Dep. Ass. & Ref.
sd int im sys me le imp
S1 Al Jazeera has may divisions and each involves technical decisions making. XX XX
S2 They are involved in Key turn projects to tune of 150 million and above. Given this staffs empowered in these projects know that they are accountable for a large amount of the organizations recourses. XX XX XX
S3 Development of quality, health and safety and environmental standards cannot be done in isolation. Staff are involved in the entire process. XX XX XX XX
3c. Area for Improvement RADAR
Approach Deployment Assessment & Refinement
So In Im Sy Me L&C I&I
AFI1 The firm should set out mechanisms that ensure the employees views are reflected in the decisions made by management.
AFI2 Staff involvement should be encouraged through cross-functional teams. This will eliminate any negative views from any department that may fell- left out in management,
AFI3 Develop mechanisms of measuring employee engagement through standardized questionnaires. Appropriate action should be taken on the employee feedback.
AFI4 Delegation of work to employees should be encouraged to build confidence in their leadership abilities.

Site visit

SVS1 AFI2 Check on resent finalised contracts on employee involvement since they did not show any information on staff involvement.
SVS2 AFI3 We look at an existing cross- functional team and team leadership.

People and the organization have a dialogue

In practice, excellent organizations:

  • Have developed employee engagement appraisals and take appropriate action to address concerns raised in their feedback.
  • Have organize forums which provide a plat from for employees to discuss issues of concern with heads of various departments within the organization
  • Have social events for the employees for example family fun days where employees can interact and few that they are part of the bigger family.
  • Provide avenues within the organization through which employees can raise issues without fear of being reprimanded.

Strengths

3d. Strengths Appr. Dep. Ass. & Ref.
sd int im sys me le imp
S1 XX XX
S2 XX XX XX
S3 XX XX XX XX
S4 Jazeera meets with its political entities such as the government to anticipate any impact of changes. Employees regularly read the news in order to anticipate any regulatory ch XX XX XXX XXX
3d. Area for Improvement RADAR
Approach Deployment Assessment & Refinement
So In Im Sy Me L&C I&I
AFI1 The organization should review its communication channel to ensure that information is channeled through the proper formal and informal channels and feedback is obtained. This will remove barriers to communication that may create a gap between management and staff.
AFI2 Develop a speak- up policy and encourage staff air their views freely. This will serve to eliminate situation where staff may revolt.
AFI3 Technology affects communication. Good networking systems should be in place to aid fast response to key issues.

Site Visits

3d. Related S/AFI Subject
SVS1 AFI3 We have to check on documented communication channels in the organisation
SVS2 AFI1 Check on the organisation structure and flow charts.
SVS3 AFI2 Check on resolution industrial action and disputes.

People are rewarded, recognized and cared for

In practice, excellent organizations:

  • Employees share in both successes and failures of the organization. Success of an organization is not credited to the top management only
  • Hold annual event to recognize the efforts made by employees. Those who excel in various fields are awarded. This fosters the spirit of healthy competition.
  • Provide cover for instance insurance or medical cover for its employees.
  • Give incentives in the form of bonuses to its employees.
  • Provide personal development programmes. The company subsidizes employees willing to advance their education.

Strengths

3e. Strengths Appr. Dep. Ass. & Ref.
sd int im sys me le imp
S1 The company has several certifications, this is evident that internally there are people who have made achievements though it is not stated. XX XX
S2 The company is a market leader in some divisions. This recognizes the effort made by staff in the division. Like the oil and Gas division. XX XX XX
S3 The company involves practical knowledge application this makes it possible to assess the work of employees and award them like in the maintenance and the electrical unit. XX XX XX XX

Areas of improvement

The organization should seek to align its goals with those of the employees. Goal congruence allows the organization to move in one direction. to this end employees should be incorporated in the decision making process of the organization (Stahr et al. 2000)

Criteria: 7 People Results

Perception measures

Perception is basically the opinion of an individual or group.

In practice, excellent organizations

  • Have well laid out Perception measures for people results. These include job security, empowerment, opportunity to learn, recognition and work environment.
  • Use these measures to develop people skills and improve on the organization.

Strengths

7a. Strengths Appr. Dep. Ass. & Ref.
sd int im sys me le imp
S1 XX XX
S2 XX XX
S3 XX XX XX XX
S4 Jazeera meets with its political entities such as the government to anticipate any impact of changes. Employees regularly read the news in order to anticipate any regulatory XX XX XXX XXX

Areas of improvement

Review organizational policies to be more result oriented. This will put emphasis on time, accuracy and integrity of outcomes.

Performance indicators

Leading organizations:

  • Ensure that they plan, prioritize and implement effective performance Measure regularly.
  • Providing learning opportunities.
  • Benchmark against the best in practice or best in class.

Strengths

7b. Strengths Appr. Dep. Ass. & Ref.
sd int im sys me le imp
S1 XX XX
S2 XX XX XX
S3 XX XX XX
S4 Jazeera meets with its political entities such as the government XX XX XXX XXX

Areas of improvement

Performance indicators with respect to people in the organization may include perfect competency mapping, involvement in improvement schemes, accident levels, absenteeism, and recognition of individuals and teams work. Comparison should not only be made on the best in practice but aim to set the highest level of performance

Assessment and methodology

To assess the company, we will focus on four areas of key concern. This involves the customer, internal processes, innovation, learning, and the financial aspect. We have to know what the existing and the new customers want from the firm. The target areas will cover cost quality, time, reliability, inspection and testing. The internal processes need to active the expected customer and financial requirements.

It may involve empowering employees and flexible decision making. The need for continuous improvement is key (Niven 2006). Any new technology should be harnessed to benefit the firm. This will aid in new product development to add value to the customers. The financial issue will be of concern mostly to stakeholders. The trends on growth and profitability have to be assessed in order to gauge the value that the company gets from this endeavor (Basque Health Service 2001).

Difficulties encountered during the assessment work

It may hard to establish the starting point in the assessment especially for someone who may find the assessing methodology complicated. This may slow down the initial assessment stage. Lack of commitment and enthusiasm by top management may lead to minimal effort assigned to give results. This may mean the results may not reflect in the future plans of the organization. The firm may lack an integrated management system leading to conflicting results.

Results (people satisfaction)

Strengths of the company

One of the key assets of an organization is people. Investing in training of employees gives them the motivation to work more. A delighted informed work force will give better output for the organization. The training should not be for top management only. The middle level managers and other staff should have access to development programs. Employees should be empowered at work in areas of decision making. This will ring out the innovative aspect in the organization. Authoritative leadership tends to hamper participation. Rewards can act as motivators for employees to work towards the set goals. This encourages competition. In so doing, job satisfaction is achieved. Promotions can serve to reward good performance. This will enable employees achieve their self-actualization needs in time.

Scoring Radar Template

Areas of assessment

Five aspects of performance will be assessed to understand the results. The trends that have been observed overtime. For instance, what is the employee turnover trends? In case they are positive, that is good for the organization. The second aspect is the targets. It will be good if the targets are exceeded. On comparison with other best in class the employees should be ranked the best. The assessment should cover all areas in the organization.

Difficulties encountered

On assessment one issue that may arise may be the cultural differences and dealing with a diverse workforce or people. At times people may have high expectations and rating them very low may cause changes in attitude. People may not see the need to document results which may make it had to obtain data for comparison. This may lead to the analysis being based on few aspects (Butler et al. 2000).

This may lead to bias or the halo effect. Everything is connected to everything else’. A precise portrayal of strategy execution has to be viewed in the full palette of perspectives. This involves developing a balanced scorecard as indicated about through the RADAR methodology. In essence, the customer, internal processes, employee learning and growth, and country economic condition have to be effectively factored in. The call for this inclusion calls for a level of complicatedness and requires expertise which may not be endowed by every assessor in context.

References

Basque Health Service (2001), Guide for the Assessment and Improvement of the People Satisfaction in Health Care Organizations, (Spanish and Basque). Vitoria: Basque Health Service.

Butler, A, Letza SR, & Neale BM, and Bourne, P 2000, Understanding the Balanced Scorecard in a Week, Hodder & Stoughton, UK, Olve.

Jackson S, 2001, Using the EFQM Excellence Model in Health Care: A Practical Guide to Success, United Kingdom: Kingsham Press.

Niven PR 2006, Balanced scorecard step by step: maximizing performance and maintaining results 2 edn. John Wiley & Sons Inc. Hoboken, New Jersey, pp. 1-30.

Stahr H, Bulman B, & Stead M 2000, The Excellence Model in the Health Sector: Sharing Good Practice. United Kingdom: Kingsham Press.

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