YUAN Company HR Strategies

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Table of Contents

Problem definition
YUAN Company SWOT
Justification for problem definition
Alternative courses of action
Recommendations
Works Cited

Problem definition

The YUAN Group Company is faced with the dilemma of optimizing employee output while balancing trust and efficiency. Specifically, the result-oriented feedback system introduced by Eva, the new human resource manager, has not gone well with majority of the ordinary employees.

Besides, training and development policy proposed by the new human resource manager has been resisted by the traditional CEO who beliefs that training and development should only be limited to ordinary employees and not the managers.

There is an urgent need to restore employee confidence and initiate a balance between results orientation and employee support.

The treatise examines the urgent changes that should be made to the human resource strategies at the YUAN Company for employees to accept the labor efficiency strategies introduced by Eva.

YUAN Company SWOT

Strengths

Majority of YUAN Company’s competitors pay lower salaries to their employees. The company can use financial incentive strategies to motivate and create a healthy work environment.

Weaknesses

The employee catchment area for the YUAN Company is narrow since it targets the locals only. Besides, competition from established businesses has made it difficult for YUAN Company to retain its staff since most of its competitors often poach employees who are not satisfied with the YUAN’s motivation systems.

Threats

The services offered by YUAN Company are very sensitive to any change in the preference of the clients. For instance, a bad report or an unfortunately incident between an employee and a client may alter the perception of its clients.

This may discourage them from visiting the business in the future. Thus, the YUAN Company should create a watertight public relations system within its workforce to survive in this industry.

Opportunities

With a typically well organized technical skills pool, the YUAN business is geared towards increasing its market share since the beneficial interests in the workforce can be distributed across the highly competent employees.

This strategy will facilitate the restructuring of effective sales and public awareness to develop employee performance knowledge. If well merged with appropriate production mix, the strategy will secure efficiency of the workforce.

Justification for problem definition

The success of a firm’s productivity depends on the organization of the human resource management. Reflectively, labor as a factor of production, determines the gross output, performance, and goal achievement at optimal resource use.

Despite series of positive changes in the labor-management strategies at the YUAN Group Company, the human resource manager has not managed to convince the YUAN employees to embrace her proposed changes.

Despite the fact that result orientation strategy was necessary, majority of the employees are uncomfortable since the element of support in accomplishing duties is undermined by Eva and her team.

Organizational behavior should be aligned within the four models of motivation to acquire, bond, comprehend and defend. Therefore, a proactive behavior control system should function within a structured reward system that factors the views of the employees in the case of YUAN Company.

Unfortunately, the labor-management system introduced by Eva lacks the elements of proactive engagement and comprehensive research (Allen et al. 193).

Alternative courses of action

In order to reverse conflict between the new human resource policies and employees at YUAN Company, the human resource department should consider adopting the 360-degree feedback channel, focused performance management, and transformational-situational-participatory leadership approach to managing the labor force at the YUAN Company.

Through the 360-degree feedback, commonly referred to as the multi-source assessment, the YUAN Company will be in a position to manage its feedback channels when appraising performance to ensure that the employees fully support the appraisals.

Basically, the 360-degree feedback is critical in facilitating improvement of performance of employees.

When properly implemented, the 360-degree feedback will substantially improve staff productivity, decrease grievances, increase retention and standardize performance measurement and evaluation.

Basically, the 360-degree feedback system management system may influence positive or negative perception among employees.

Thus, in reviewing performance based on feedback received, the human resource management team at the YUAN Company should handle any voluntary information with care to boost trust and confidentiality of the employees who form the pinnacle of organizational behavior.

Therefore, it is critical to balance the feedback with the efficiency goals as a remedy towards inclusiveness and active participation which translates into desirable performance (Allen et al. 196).

Through focus performance management, the YUAN Company will be in a position to create clear goals on performance appraisal, manage a positive feedback channel, and offer a continuous and systematic coaching to ensure that employees perform at optimal productivity level.

Thus, the best way to motivate the YUAN employees is by giving them responsibilities for achieving something and the authority to do it in their own way.

Through this approach, employees will be empowered and they will feel trusted and valued by the management personnel and the company (Allen et al. 197).

Naturally, human beings would wish for motivation through mutual consent and internalized empowerment and appreciation. Empowerment unleashes plenty of energy and motivation.

Reflectively, the motivation and energy aspects of appreciation function simultaneously at micro and macro levels to facilitate optimal functionality or productivity.

Empowering the YUAN employees will ensure a stable and sustainable win-win situation as employees will be motivated to work without much supervision from the management or their supervisors.

Recommendations

From the above alternatives, adaptation of the 360-degree feedback will provide a systematic performance monitoring unit within the YUAN Company to balance personal motivation and company goals among the employees.

Specifically, Eva and her team will have the role of guiding the employees through proactive and well-researched training and evaluation modules. On the other hand, the other managers will provide support on micromanagement of the feedback in their departments.

When properly incorporated within and without different departmental segmentations, as an active component of the goals and vision, a complete amalgamation between the management and other employees will contribute to value addition, good performance and healthy working environment.

In the end, the employees will form happy intra and interpersonal working relationships and appreciate the need for quality service delivery in the production process channel (Allen et al. 197).

In order to implement the 360-degree feedback strategy, the human resource department at the YUAN Company should develop a transformational, situational, and participatory evaluation criterion for tracking bimonthly employee performance.

Especially, Eva should develop a good organizational culture by fostering strong alignment on the set path of achieving goals, missions and vision within the 360-degree feedback policy.

Through these adjustments, Eva and her team will be in position to model a unique setting that reassures and discerns the wants and desires of the customers.

Conclusively, organizational behavior is influenced by several factors such as motivation, promotion, and structured feedback system.

However, policies aimed at balancing performance and behavior should be aligned to the goals of the YUAN Company through a systematic bimonthly tracking of the 360-degree feedback proposed.

Works Cited

Allen, James, Jimmieson Nerina, Bordia Prashant, and Irmer Bernd. “Uncertainty during organizational change: Managing perceptions through communication.” Journal of Change Management, 7.2 (2007):187-210. Print.

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