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Organizational Characteristics:
Riordan is a global plastics producer. All its products are made in Phoenix which is within two hours’ drive of Los Angeles. With just a few hundred employees by the middle of the month, they can provide everything they need for everything they need including, toilet, sink, laundry, and more. The company has established itself as a leader in the aerospace industry with a strong presence and strong tradition to compete with competitors. Riordan CEO, Michael Riordan, has come together to ensure that the industry is well-organized, efficient and professional. It promotes the development of the most up-to-date product manufacturing capabilities, making it easier for the company and customers, as well as providing customers with more affordable, low-cost products.Michael Riordan, CEO of Riordan is known for his hard-working behavior, personal character, good sense of humor and good leadership. It is also renowned as one of the best companies in the aerospace field and its results speak for themselves.Riordan says that the team is composed of experienced and experienced leaders. This makes for an organizational culture in which teamwork is emphasized, and the employees will be used to improving quality of life and for the company’s business, quality of life management, and quality of work.Steve Nair is executive director of the American Airlines Association’s North American Aerospace Sales Department, who says, “Riordan is committed to doing our part to help our customers grow in demand for their planes and continue to provide a competitive environment for their employees.”
Riordan says that the company has been awarded the 2012 Aircraft and Transportation and Equipment Design Award.
Quality of Life and Quality of Performance:
Michael Riordan believes that quality workers are more important than money and their job is to build their products and be the best workers in the world (University of Phoenix, 2006).Riordan believes that the quality of life and quality of performance improves to the highest standard and that the company values success in all levels of the business with regard to service, safety, innovation and quality. This means that quality of life, quality of performance, and satisfaction with the quality of life of all employees, are essential to ensure the advancement of the global industry (University of Phoenix, 2006).
Product Design:
Michael Riordan has studied the design of airplanes and aviation’s aviation environment and believes that it is not just a business but what it is as a product designator. Michael works hand in hand with an industrial design company for a wide variety of products to create a design that can be used by engineers and engineers without sacrificing design and form (University of Phoenix, 2006).‑Peter Bierstadt directs sales and marketing, as well as the development of the company’s own product. It’s believed in the creation of high quality products and a strong leadership staff. The company promotes its employees and the workplace as well as promotes itself as a globally-leading global brand.Peter Bierstadt says that the company is committed to ensuring that the U.S. industry operates with an energy-efficient, sustainable and environmental friendly energy system
In the manufacturing department, “Riordan implemented a Six Sigma quality approach (University of Phoenix, 2006).” This approach redirected work to other facilities as well as restructured work teams. However, these new changes have caused a decline in employee retention. According to Dreher and Dougherty, “Individuals will be influenced by the task demands and reward system from the organization and assigned job.” Employee surveys also revealed a decrease in job satisfaction, compensation, and benefits. The current reward system is not solely based on performance, but recognizes cost-of-living increase, seniority and position. Thus, prompting managers to request that a new rewards system be created. ” Job performance will likely be most effective when the persons temperament, preferences and expectations are congruent with the organizations reward system (Dreher & Dougherty 2001).” Riordan is now faced with a massive amount of challenges that must be identified in order to develop a solution.
Issue IdentificationConsequently, changes within the company have left Riordan to cope with a mass of challenges. Current changes have led to a decline in morale, work ethics, and employee retention. The consistent two-year regression means that the company has to focus on increasing sales and profit, aligning the staff, reducing turnover rates and increasing job satisfaction. The R & D department has the challenge of developing three new products to meet the following year.
The strategic choice at the function level is “how should total compensation help gain and sustain competitive advantage (Milkovich & Newman 2004)?” The company is faced with creating a new rewards system that includes compensation, salary, and benefits. The cost of implementing such a plan is also a concern for Riordan. The problem is the company is divided into three groups that do not agree or have different perspectives on rewards motivation, how to disburse incentives and what department should receive compensation. Some chief officers do not agree that a compensation system should be implemented, which has lead to an even bigger dilemma. Ultimately, while the challenges are seemingly overwhelming, there is a silver lining of opportunities available to Riordan.
Opportunity IdentificationThe opportunities that exist to Riordan Manufacturing is the ability to create 3 new products, increase sales, and introduce new appealing incentives for employees. ” Managing compensation strategically means fitting the compensation system to the business and environmental conditions (Milkovich & Newman 2004).” The CEO has allocated $50,000 to higher a consultant. This allows the company the opportunity to develop a solutions study survey that can help with job satisfaction, decrease turnover, and increase employee morale. This study will identify the underlying issues leading to decreased employee satisfaction and recommend potential mitigations for addressing the issues. Equally important, are the stakeholders needs and ethical dilemmas that have developed with the challenges and opportunities.
Stakeholder Perspectives/Ethical DilemmasParticularly, the stakeholders are Riordan employees, which are divided into three demographic groups. These groups are often referred to as the “Baby Boomers”. GenXers consists of the professional and some manufacturing staff. The GenY employees are the new hires that work in manufacturing, engineering and IT. Every group has a different opinion on the rewards system and motivation. The managers of the sales department feel as though their individual department bonuses could be at risk if the reward system is dependent on team effort rather than individual performance. Managers in other departments feel as though salaries need to be raised in order to maintain current employees, even with an incentive package. The Research and Development department agree that a new incentive program should be created, however the rewards should be for their department.
The following topic is also frequently asked. The answer is usually an easy one. A new program will bring in a different amount from what originally was intended by the original managers. This means the CEO has to raise the total of his or her benefits to reflect how successful he or she is in all of the above categories. When is the new system started? On November 1st 2014, the company began rolling out the rewards program via our new Paying for Excellence Program in the Workplace. There will be a single payment system in every part of the organization, with rewards based purely on results. The CEO of the company will be an individual, not a company. It will be based out of his or her discretion, but not his or her financial interests. We’re excited about making this a reality. These incentives will allow for the creation of something new that will help the company maintain long term momentum.
Since the new system is already available to us all, we’re offering to launch the process for the most valued, leading to the opportunity for all employees to contribute and win more than anyone else in our organization. This makes a huge difference to the value we provide to the business.
With the benefits program now implemented, this will have no impact on our current salary and bonuses for our senior managers.
When we first started in April 2015, the rewards program was designed to get them up for adoption. That means that when we first started our system, for example, our first year in the organization, we were paid at least 3x a year for every extra 3 months earned by our senior managers to get us through the program.
The Rewards program has always been a very collaborative, multi-organizational system. We worked to improve our teamwork by creating the most effective teams and teams of senior managers. In the time that we have been there, the system has improved immensely.
The new system should enable us to be extremely competitive in the pay and benefits-based promotions opportunities we create. Those positions are truly a part of what we do. We will be creating strong leaders for every company and every department throughout the company.
We will also be changing the way we work as a team. This will give the company a greater depth of leadership and control in how it operates.
It will also be giving us clear accountability within the organization for decisions that lead to failure. We will see this at events and decisions where the team’s actions get in the way.
We feel that that the new system is the best path by which it can be used. We will be a team that works together to achieve excellence across a range of disciplines and objectives. This will not always mean something in our personal lives or as a team, but we feel very confident in the work being done by our senior managers and that their contributions will add value to our company.
In the future, we will be working closely with our senior managers and managers of other offices. There will be many opportunities to develop these relationships. Ultimately, we will be able to create the most fulfilling and fulfilling environments possible with our teams.
The Rewards program has created many synergies that will make this program one of the most effective opportunities for our teams.
Many of those synergies have already been made in collaboration with other companies who have started this new system.
To understand what is new about this incentive, we first need to understand what exactly the program will help achieve
The Results of the survey also provided a good sense of the types of teams and how different they work. They highlighted the number of female employees who are motivated, the cost of training, technical skills, support and other resources provided to them. The majority of the respondents (53 percent) considered themselves a leadership team rather than a sales team. This makes sense as most customers have jobs and need flexibility. Additionally, the report provides the names of the top 20 software development companies to see in 2013 for the 1st consecutive year. Each of these 15 companies has been represented by over 50,000 employees.
The survey also reported on the number of men and women who are employees in their work departments. This number was higher than the number of women and was also lower than the number of men and women who are employed as the primary technical staff in their current jobs. (This included the former general managers, who were also in the study). The total number of men involved in the study is nearly 2.5 people per job, which is almost double the percentage by the previous year.
The report also provided a breakdown of the pay and remuneration of women throughout the year. The average salary ranged from about $40 a week before their training into their current jobs to just over $18 an hour.
The results also indicated the cost of recruiting, training and hiring employees for all teams and the importance of having employees of all stripes in their positions.
These findings highlight continued progress in creating incentives that promote a more collaborative work environment among employees and with their teams. The number of female employees is up from just under 30 percent in 2010 to nearly 30 percent in 2013, and the cost of recruitment, training and hiring have grown considerably. This is part of a trend toward increased participation of women in all facets of employee-service work, which is likely to continue as demand for employee-service work increases. Women have the highest value among all employee workers, and they are increasingly using their technical skills to assist in their jobs: the overall amount of time is increasing between the pay for technical jobs and the time that the female hires are given to participate in the work. The percentage of female employees who engage in computer or computer literacy training has seen a significant increase at an exponential rate, and the value of technical skills has increased significantly.
The results also reflected the increasing prevalence of both male and female engineers.
The percentage of women in all tech positions was up from 18.9 percent in 2010 to 19.5 percent in 2013, more than five times the percentage of the public; the percentage of women engineers was 23 percent, and the percentage of women in all sectors was up more than half a percentage point from the mid-2000s.
The data provide further evidence of the importance of engineering for the growth of work force productivity and employment. Engineers are the best qualified engineers to lead the economy into the future. Engineers are also the highest paying engineers in a large part due to a desire to fill an increasingly challenging workforce that could soon be filled by everyone.
All of the data indicate that the market has developed a strong demand for engineers in large part because of the rapidly changing demographics, from children of immigrants to children of women, the recent economic downturn, the growing demands for technical jobs in industries such as computer and computer programming and the demand for technical skills in other sectors. These factors have created an environment in which more engineering employees are choosing to
“Practices that link employees behaviors to each companys specifics- knowledge
